FOREWORD This Handbook is issued as a supplement to DoD Directive 1100.18, "Wartime Manpower Mobilization Planning," January 31, 1986. Its purpose is to help reinforce mobilization readiness by providing a planning reference guide for continental United States (CONUS) installations of the Department of Defense (DoD). It is designed to assist local manpower and personnel planners in anticipating and planning the execution of military and civilian mobilization manpower actions in support of wartime mobilization, deployment, and sustaining missions. The provisions of this Handbook apply to the Office of the Secretary of Defense, the Military Departments, and mobilization, manpower, and personnel planners at CONUS installations of the Department of Defense. The terms "Military Services" and "Services," as used herein, refer to the Army, the Navy, the Air Force, and the Marine Corps. This Handbook is effective immediately and is informational for use by the Military Departments and Military Services. It does not supercede Service guidance but, rather, is intended for use as a supplemental planning tool, consistent with basic Service policies, procedures, and guidance. It does, however, contain some Service-unique actions that may or may not be applicable to all Services. The Services may issue supplementary instructions when necessary to provide for their unique requirements. Send recommended changes to the Handbook to: Assistant Secretary of Defense (Force Management and Personnel)(MPR) Office of the Secretary of Defense Washington, DC 20301-4000 DoD Components may obtain copies of this Handbook through their own publications channels. Other Federal Agencies and the public may obtain copies from the U.S. Department of Commerce, National Technical Information Service, 5285 Port Royal Road, Springfield, VA 22161. TABLE OF CONTENTS Page FOREWORD2 TABLE OF CONTENTS3 FIGURES5 DEFINITIONS6 ABBREVIATIONS AND/OR ACRONYMS10 CHAPTER 1 - PURPOSE AND DESIGN11 C1.1. PURPOSE11 C1.2. HANDBOOK DESIGN11 CHAPTER 2 - MOBILIZATION OVERVIEW12 C2.1. DEFINITION12 C2.2. TYPES OF MOBILIZATION12 C2.3. MOBILIZATION AUTHORITIES13 C2.4. THE MOBILIZATION PROCESS13 C2.5. MANPOWER REQUIREMENTS AND MANPOWER RESOURCES PLANNING17 CHAPTER 3 - PRE-MOBILIZATION PREPARATION19 C3.1. THE INSTALLATION MOBILIZATION PLAN19 C3.2. MANPOWER REQUIREMENTS AND MANPOWER RESOURCE PLANS20 C3.3. MOBILIZATION PLAN REVIEW, APPROVAL, AND EVALUATION21 CHAPTER 4 - MOBILIZATION ACTIONS24 C4.1. GENERAL ACTIONS24 C4.2. MANPOWER REQUIREMENTS AND MANPOWER RESOURCES ACTIONS24 CHAPTER 5 - DETERMINING THE WARTIME MANPOWER REQUIREMENT26 C5.1. PURPOSE26 C5.2. THE REQUIREMENTS PROCESS26 C5.3. FACTORS THAT INFLUENCE MANPOWER REQUIREMENTS28 C5.4. INSTALLATION PARTICIPATION29 C5.5. THE PRODUCT30 CHAPTER 6 - FILLING THE WARTIME MANPOWER REQUIREMENT31 C6.1. TRANSITION TO WARTIME AUTHORIZATION31 C6.2. MILITARY MANPOWER RESOURCES31 C6.3. CIVILIAN MANPOWER RESOURCES32 C6.4. CONTRACTING40 CHAPTER 7 - CONCLUDING OBSERVATIONS42 APPENDICES AP1. LEGAL AUTHORITIES43 AP2. EXAMPLES OF MOBILIZATION MANPOWER PLANNING ASSUMPTIONS47 AP3. MOBILIZATION MANPOWER PLANNING GUIDANCE52 AP4. MOBILIZATION REFERENCES PERTAINING TO MANPOWER AND PERSONNEL58 AP5. SAMPLE CIVILIAN PERSONNEL MOBILIZATION PLAN64 AP6. TRAINING PLAN DEVELOPMENT80 AP7. TESTING OF MOBILIZATION MANPOWER PLANS83 AP8. SAMPLE CIVILIAN MOBILIZATION PLAN REVIEW AND EVALUATION WORKSHEET86 AP9. SERVICE REQUIREMENTS SYSTEMS88 AP10. TIME-PHASING OF MANPOWER TO MEET TIME-PHASED WORKLOAD91 AP11. EXAMPLES OF METHODS FOR FILLING MILITARY MANPOWER NEEDS94 AP12. PLANNING FOR CIVILIAN MOBILIZATION RECRUITMENT99 AP13. ANALYSIS OF LOCAL LABOR MARKET104 AP14. ACTIONS TO RESOLVE CIVILIAN HIRING COMPETITION109 AP15. USE OF JOB ENGINEERING TO MEET CIVILIAN RECRUITMENT NEEDS113 AP16. POTENTIAL HINDRANCES TO CIVILIAN RECRUITMENT116 AP17. USE OF CONTRACTING IN SOLVING MOBILIZATION MANPOWER PROBLEMS 119 FIGURES C2.F1. Authority to Order14 C2.F2. Mobilization Planning Overview15 C5.F1. Overall Manpower Requirements Determination Process27 C6.F1. FPM Emergency Guidance and Authority Documents34 C6.F2. Additional Authorities Available to the Department of Defense After Declaration of a National Emergency, but Prior to an Attack on the United States37 AP8.F1. Sample Civilian Mobilization Plan Review and Evaluation Worksheet87 AP10.F1. Illustrative Time-Phasing of Workloads for Support and Deployment of Mobilized Reserve Unit93 AP12.F1. Relationship of Recruitment Planning Steps103 AP13.F1. Directives Pertinent to Civilian Personnel Labor Market Analysis108 AP14.F1. Actions to Resolve Civilian Hiring Competition within the Department of Defense110 AP15.F1. Examples of Job Engineering115 AP16.F1. A Mobilization Comparison of Federal and Contract Employees120 AP16.F2. Mobilization Conditions Causing Installation Advantages for Contract or In-House Performance122 AP16.F3. Status and Basic Directives on Commercial Activities123 AP16.F4. Preparation for Additional Contracting on Mobilization126 AP16.F5. Possible Peacetime Preparations for Mobilization Contracting129 AP16.F6. Selected References Relating to Preparation for Mobilization Contracting 129 DL1. DEFINITIONS DL1.1.1. Cross-Leveling. A decentralized Army mobilization personnel management system that provides for the assignment or transfer of military personnel within a major command at an installation at unit or installation direction. DL1.1.2. Cross-Training. Training designed to qualify a person in a new, additional skill, to increase assignment flexibility. DL1.1.3. Detailing. Using available people to perform duties not necessarily related to their assigned skill specialty to meet temporary or emergency needs. DL1.1.4. Dictionary of Occupational Titles (DOT). Listing of occupational titles, codes, and descriptions issued by the department of Labor. Local U.S. Employment Offices use the DOT to match candidates with positions when filling job orders for civilian labor. DL1.1.5. Filler Personnel. One of a number of individuals, officer or enlisted, required to bring a unit, organization, or approved allotment to authorized strength. DL1.1.6. Functional Manager. Manager of a particular function, such as maintenance or security. In mobilization planning, the functional manager issues guidance on the concept of operations and assists manpower and personnel planners by specifying workload requirements, setting manning priorities and time-phasing, and planning personnel realignment actions. DL1.1.7. Individual Mobilization Augmentees (IMA). Pretrained individual reservists who are pre-assigned to an active unit to which they will report on mobilization. IMAs are part of the Selected Reserve. DL1.1.8. Individual Ready Reservist (IRR). A member of the Ready Reserve not assigned to the Selected Reserve and not an active duty. DL1.1.9. In-Service Civilian Employees Direct-hire Federal employees. The term is sometimes used to identify how a function is to be performed; for example, by use of "in-service" as opposed to contracting to perform a particular function. DL1.1.10. Job Engineering. Restructuring the work processes of a particular position to meet the needs of the functional manager. In mobilization planning, job engineering can be used to simplify or break down the elements of a job into more readily obtainable skill levels, thereby making recruitment and training of workers easier. DL1.1.11. Manpower Requirements. Human resources needed to accomplish specified work loads of organizations. DL1.1.12. Manpower Resources. Human resources available to the Services which can be applied against manpower requirements. DL1.1.13. Mobilization DL1.1.13.1. The act of preparing for war or other emergencies through assembling and organizing national resources. DL1.1.13.2. The process by which the Armed Forces or part of them are brought to a state of readiness for war or other national emergency. This includes activating all or part of the Reserve components as well as assembling and organizing personnel, supplies, and materiel. DL1.1.13.2.1. Selective Mobilization. Expansion of the active Armed Forces resulting from action by Congress and/or the President to mobilize Reserve component units, Individual Ready Reservists, and the resources needed for their support to meet the requirements of a domestic emergency that is not due to an enemy attack. DL1.1.13.2.2. Partial Mobilization. Expansion of the Active Armed Forces resulting from action by Congress (up to full mobilization) or by the President (not more than 1,000,000) to mobilize Ready Reserve Component units, individual Reservists, and the resources needed for their support to meet the requirements of a war or other national emergency involving an external threat to the national security. DL1.1.13.2.3. Full Mobilization. Expansion of the Active Armed Forces resulting from action by Congress and the President to mobilize all Reserve component units in the existing force structure, all individual Reservists, retired military personnel, and the resources needed for their support to meet the requirements of a war or other national emergency involving an external threat to the national security. DL1.1.13.2.4. Total Mobilization. Expansion of the Active Armed Forces resulting from action by Congress and the President to organize and/or generate additional units or personnel, beyond the existing force structure, and the resources needed for their support to meet the total requirement of a war or other national emergency involving an external threat to the national security. DL1.1.14. Operational Plan (OPLAN) DL1.1.14.1. A plan for a single or series of connected operations to be carried out simultanteously or in succession. It is usually based upon stated assumptions and is the form of a directive employed by higher authority to permit subordinate commanders to prepare supporting plans and orders. DL1.1.14.2. The designation "plan" is usually used instead of "order" in preparing for operations well in advance. An operation plan may be put into effect at prescribed time, or on signal, an then becomes the operation order. DL1.1.15. Personnel. People used to fill manpower positions. DL1.1.16. Ready Reserve. Units or individual Reservists liable for immediate involuntary recall to active duty either by the President (with or without declaration of a state of national emergency) or by the President and Congress (if Congress declares a state of war or national emergency). The Ready Reserve includes Selected Reserve Units, Individual Mobilization Augmentees, and and Individual Ready Reservists. DL1.1.17. Refresher Training. Training designed to bring a person's qualifications up to date in a previously assigned skill. DL1.1.18. Replacements. Personnel required to take the place of others who depart unit. DL1.1.19. Reserve Components. The Army National Guard of the United States, the Army Reserve, the Naval Reserve, the Marine Corps Reserve, the Air National Guard of the United States, the Air Force Reserve, and the Coast Guard Reserve. In each Reserve component there are three reserve categories, namely: a Ready Reserve, a Standby Reserve, and a Retired Reserve. Each Reservist shall be placed in one of these categories. DL1.1.20. Retraining. Training designed to qualify a person in a skill not previously assigned. DL1.1.21. Selected Reserve. The portion of the Ready Reserve consisting of units and individual Reservists required to participate in inactive duty training periods and annual training, both of which are in a pay status. The Selected Reserve also includes persons performing initial active duty for training. DL1.1.22. Standby Reserve. Those units and members of the Reserve components (other than those in the Ready Reserve or Retired Reserve) who are liable for active duty only as provided in 10 USC 273, 672, and 674. DL1.1.23. Sustaining Force. The manpower or personnel needed to provide continuing support of combat forces. It includes the manpower associated with logistics, production, training, and all other support functions needed to support deployed and employed forces at wartime levels of activity. Sometimes called continuing or residual force. DL1.1.24. Time-Phased Force Deployment List. Information concerning units that deploy in support of an operation plan, including unit type, time-phasing, and destination data, prepared in accordance with the JCS Joint Operation Planning System. AL1. ABBREVIATIONS AND/OR ACRONYMS AL1.1. CPO Civilian Personnel Officer or Civilian Personnel Office AL1.2. CONUS Continental United States, United States territory between Canada and Mexico AL1.3. CRAF Civil Reserve Air Fleet AL1.4. DoC Department of Commerce AL1.5. DoD Department of Defense AL1.6. DoL Department of Labor AL1.7. DoT Department of Transportation AL1.8. FEMA Federal Emergency Management Agency AL1.9. FPM Federal Personnel Manual AL1.10. IMA Individual Mobilization Augmentee AL1.11. ING Inactive National Guard AL1.12. IRR Individual Ready Reserve AL1.13. JCS Joint Chiefs of Staff AL1.14. JSCP Joint Strategic Capabilities Plan AL1.15. JOPES Joint Operation Planning and Execution System AL1.16. JOPS Joint Operation Planning System AL1.17. M-Day Mobilization Day AL1.18. MMP Master Mobilization Plan (issued by the Department of Defense) AL1.19. OJCS Office of the Joint Chiefs of Staff AL1.20. OPM Office of Personnel Management AL1.21. OPLAN Operation Plan AL1.22. OSD& Office of the Secretary of Defense AL1.23. TPFDL Time-Phased Force Deployment List AL1.24. USES United States Employment Service (DoL) C1. CHAPTER 1 PURPOSE AND DESIGN C1.1. PURPOSE This Handbook is a mobilization guide for manpower requirements and manpower resource planners at CONUS installations, including Alaska and Hawaii. Its purpose is to assist these planners in anticipating mobilization actions, developing and testing plans, and executing plans during a crisis or mobilization. It describes manpower planning processes, guidelines, assumptions, and authorities. The Handbook combines in one document mobilization planning considerations of the various manpower components: active duty, Reserve, and retired military; the civilian work force; and commercial contracting. It recognizes manpower problems encountered in past mobilization exercises and offers solutions. Understanding and application of the principles and guidance in the Handbook can help improve our ability to mobilize manpower for future emergencies. C1.2. HANDBOOK DESIGN The Handbook material is arranged from the broad to the specific issues involving mobilization. The discussion leads from a general overview of mobilization in Chapter 2, to focus on preparing, evaluating, and executing mobilization manpower and personnel plans in Chapters 3 and 4. Chapters 5 and 6 go into more detail in explaining the processes used to develop and fill manpower requirements. Chapter 7 is a brief summation. Appendices provide additional details on specific subjects. C2. CHAPTER 2 MOBILIZATION OVERVIEW C2.1. DEFINITION The 1985 draft DoD Master Mobilization Plan (MMP) defines mobilization succinctly and clearly: C2.1.1. "The act of assembling and organizing national resources to support national objectives in the time of war or other emergencies. C2.1.2. The process by which the Armed Forces or part of them are brought to a state of readiness for war or other national emergency. This includes activating all or part of the Reserve Components as well as assembling and organizing personnel supplies, and materiel." This definition includes all the elements of mobilization concepts, objectives and processes to be addressed in this Handbook. C2.2. TYPES OF MOBILIZATION C2.2.1. Generally, the nature and imminence of the emergency governs the level of response. There are four defined levels of mobilization:1 C2.2.1.1. "Selective Mobilization. Expansion of the Active Armed Forces resulting from action by Congress and/or the President to mobilize Reserve component units, Individual Ready Reservists, and the resources needed for their support to meet the requirements of a domestic emergency that is not the result of an enemy attack. C2.2.1.2. Partial Mobilization. Expansion of the Active Armed Forces resulting from action by Congress (up to full mobilization) or by the President (not more than 1,000,000) to mobilize Ready Reserve component units, individual Reservists, and the resources needed for their support to meet the requirements of a war or other national emergency involving an external threat to the national security. C2.2.1.3. Full Mobilization. Expansion of the Active Armed Forces resulting from action by Congress and the President to mobilize all Reserve component units in the existing approved force structure, all individual Reservists, retired military personnel, and the resources needed for their support to meet the requirements of a war or other national emergency involving an external threat to the national security. C2.2.1.4. Total Mobilization. Expansion of the Active Armed Forces resulting from action by Congress and the President to organize and/or generate additional units or personnel, beyond the existing force structure, and the resources needed for their support to meet the total requirement of a war or other national emergency involving an external threat to the national security."1 C2.2.2. There is no set sequence to these levels of mobilization; each depends on the threat to U.S. national security or to our Allies. The requirement to initiate selective mobilization usually will compel the review at all levels of plans and requirements to mobilization on a larger scale. C2.2.3. Additional options are available that do not fall into any single level of mobilization. The President may augment the Active Armed Forces by calling to active duty units of the Selected Reserve and Individual Mobilization Augmentees (IMA) totaling up to 100,000 individuals for up to 90 days to meet the requirements of an operational mission. At any time they are required for national defense, Service Secretaries may recall involuntarily any number of military retirees who have retired with 20 or more years of Active service. C2.3. MOBILIZATION AUTHORITIES All authority to institute mobilization stems from U.S. Code and Public Law. Emergency actions are governed by Congressional action, Executive orders, Federal regulations, Departmental regulations and Service regulations derived from U.S. Code and Public Law. Figure C2.F1. illustrates some emergency responses available and authorities for their use. Appendix 1 gives sources of significant authorities that pertain to various emergency conditions. C2.4. THE MOBILIZATION PROCESS C2.4.1. National Level. The President and the National Security Council establish national mobilization policies and objectives. Responsibility for DoD planning, testing, and executing mobilization extends from OSD and its staff elements to JCS and the the Military Departments. Parallel responsibilities apply to most other Federal Departments and Agencies. C2.4.2. The Joint Chiefs of Staff. The Organization of the Joint Chiefs of Staff provides guidance to the Unified and Specified Commanders and to the Services concerning mobilization assumptions for operational planning; it assesses mobilization plans, develops mobilization preparedness actions, and plans and conducts mobilization exercises. C2.4.3. The Military Services. Service mobilization plans are built upon requirements expressed in approved operation plans (OPLANS). The situation at hand determines the level of mobilization, from selective through total mobilization, which responds to the most demanding operational scenario. Figure C2.F2. illustrates the planning structure. 1 JCS Pub 1. Figure C2.F1. Authority to Order Mobilization/Call-Up Figure C2.F2. Mobilization Planning Overview C2.4.4. Initial Actions. When a national security emergency or war is declared several Service-wide actions may occur, such as: C2.4.4.1. Initiating military stop-loss actions; C2.4.4.2. Requesting to extend terms of enlistment; cancelling leaves; and, C2.4.4.3. Curtailing non-essential training. The President may request authority from the Congress to activate the draft. The Department of Defense may submit standby legislation to Congress for required additional authorities and provides fiscal and funding guidance to the Military Departments. When the President declares a National Emergency, Reserve components may be alerted and activation of units and individuals could begin. C2.4.5. Service Differences. While there are broad parallels in what each Service does, there are many differences in emphasis or method of operations caused by their unique roles. Army manpower mobilization planning must provide for the reception and training of inductees. The Navy manpower mobilization planning must provide for the manning and supporting of ships at sea at increased tempos of operation and get those in port to sea in a combat-ready state. The organization, size, and missions of the Marine Corps permit mobilization planning to be highly centralized in the Headquarters. Air Force manpower mobilization planning needs are closely linked to its equipment inventory and the mobilization process is amenable to strong centralized control by major commands. C2.4.6. Other Federal Agencies C2.4.6.1. Other Federal Departments and Agencies have an important role in mobilization planning and execution. There assignments of emergency preparedness functions are delineated in Executive Order 11490. The National Security Council (NSC) is assisted in the planning an execution of mobilization and civil defense by the Federal Emergency Management Agency (FEMA). FEMA works with other Federal Agencies at the national and regional levels, and through regional offices with emergency planners in each State. The Army, as DoD Executive Agent for civil emergency planning, works directly with FEMA. The normal interface with civil emergency planning at the installation level is through local civil agencies, rather than directly with FEMA regional offices. Installations should refer peacetime problems with civil emergency planning to their higher headquarters for resolution or wartime problems the STARC. C2.4.6.2. Two Agencies of special importance to civilian personnel planners are the Department of Labor (DoL) and the Office of Personnel Management (OPM). The DoL monitors national work force activities through its regional offices and affiliated State employment agencies. These agencies operate the local offices of the U.S. Employment Service (USES)2 with Federal funding support. The local USES offices form a national network and have the principal responsibility for recruiting workers to fill mobilization vacancies at installations and in defense industries. Some USES offices have State-wide data links for screening applicants, and some are tied to a national labor data system. The OPM is responsible for managing the Federal workforce for mobilization, and assisting in the recuritment of skilled workers. 2 The titles of local USES offices vary from State to State. For example, they may be called job service, employment commission, or public employment offices, according to each State's organizational terminology. C2.5. MANPOWER REQUIREMENTS AND MANPOWER RESOURCES PLANNING C2.5.1. The Planning Process C2.5.1.1. Manpower requirements and manpower resources planning is the process of assigning available manpower resources to mobilization requirements. It includes all manpower resources: Active and Reserve components, retirees, inductees, volunteers and DoD civilian employees, as well as contractors, who can replace in-service DoD manpower. C2.5.1.2. Manpower requirements and manpower resources planning determines how to make the time-phased transition from the actual manning levels existing when mobilization is declared to wartime levels. Wartime manning must satisfy two major requirements: C2.5.1.2.1. Combat units to meet OPLAN force commitments; and C2.5.1.2.2. Sustaining or support activities. The initial objectives of this planning are to identify the numbers and skills of personnel needed in wartime and to develop and validate wartime requirements and priorities. C2.5.1.3. This planning includes specific methods for filling validated wartime requirements. Military personnel actions upon mobilization are centrally controlled through Service requisitioning and assignment systems. Civilian personnel realignment and recruitment actions are generally decentralized to the installation level under directives issued by the Office of Personnel Management (OPM). C2.5.1.4. It is essential that manpower requirements and manpower resources planners, military and civilian, keep active and current DoD and local installation mobilization planning so that they can contribute effectively to the installation's crisis or wartime mission and to the transition to such operations. C2.5.2. Planning Assumptions and Guidance C2.5.2.1. Planners require assumptions and guidelines to establish a consistent framework for their detailed plans. Appendix 2 is an example of a set of basic assumptions relating to manpower mobilization planning. Some examples of typical planning guidelines that might be issued by higher headquarters are contained in Appendix 3. C2.5.2.2. The principal manpower mobilization planning document within the Department of Defense is the DoD Master Mobilization Plan. Each Service has a basic planning document usually augmented by subject-specific regulations. The major commands supplement these, if necessary, or retransmit them to those affected. Appendix 4 lists major DoD, JCS, and Service guidance documents and regulations concerning mobilization planning. C3. CHAPTER 3 PRE-MOBILIZATION PREPARATION This Chapter describes actions which should be taken during peacetime to facilitate rapid and effective manpower mobilization at the installation level. There are three major sections: preparation of the installation mobilization plan, emphasizing the manpower aspects; supporting manpower and personnel plans or annexes; and review, approval, and evaluation of plans and actions to enhance mobilization readiness. C3.1. THE INSTALLATION MOBILIZATION PLAN C3.1.1. Guidance and Instructions. Each installation develops a mobilization plan following guidance and instructions from higher headquarters. As a minimum the guidance should include: C3.1.1.1. The mobilization mission(s) of the installation. C3.1.1.2. The priorities among multiple missions. C3.1.1.3. Time-phased workload data (e.g., units and individuals reporting to the installation; increased maintenance workload). C3.1.1.4. Planning assumptions. C3.1.1.5. Command and control relationships. C3.1.1.6. Support available from other installations, other Services within the Department of Defense, and non-DoD Government Agencies, or contracts with the private sector. C3.1.1.7. Support to be provided to other installations, Services or organizations in the civil sector. C3.1.1.8. Support required by tenant organizations. C3.1.2. Responsibility for Preparation. A staff section of the installation headquarters should be designated to coordinate preparation of the installation mobilization plan. All other staff sections, functional managers, base organizations, and tenants should participate actively in plan preparation and review. C3.2. MANPOWER REQUIREMENTS AND MANPOWER RESOURCE PLANS Two key areas for any organization are manpower requirements and manpower resources. One or more individuals may be designated as the installation manpower mobilization planner. In any case, an overall review of the manpower requirements and manpower resources components of the plan is essential to ensure that they are complete and tradeoffs have been considered. C3.2.1. The manpower requirements and manpower resources sections (usually separate annexes) should include: C3.2.1.1. Manpower Requirements C3.2.1.1.1. Mission priorities and workload factors upon which manpower planning is based; C3.2.1.1.2. Identification of essential and non-essential functions and related time-phasing (no change, reduce, defer, eliminate, or expand): C3.2.1.1.3. Planned support of tenant organizations; C3.2.1.1.4. Changes in requirements for nonappropriated fund (NAF) employees on mobilization; C3.2.1.1.5. Military and civilian personnel staffing augmentation and emergency procedures; C3.2.1.1.6. Recovery and restoration planning (following direct enemy attack or other disaster); C3.2.1.1.7. Additional resources provided by expanded contract support. C3.2.1.2. Manpower Resources C3.2.1.2.1. Descriptions of the most likely M-day personnel situations (e.g., above or below peacetime authorization) and how these will influence the post-M-day personnel actions. C3.2.1.2.2. Preplanned redistribution of military and civilian personnel from non-essential to essential activities. C3.2.1.2.3. Planned replacement of civilian employee losses due to military call-up. C3.2.1.2.4. Planned use of any excess nonappropriated fund employees.3 C3.2.1.2.5. Civilian new hire recruitment plans (pre-positioned requirements, hiring authorities, processing and training). C3.2.1.2.6. Military replacement and filler requisitioning. C3.2.1.2.7. Military and civilian personnel pre-assignments to mobilization positions, retraining and refresher training. C3.2.1.2.8. Preparation and movement of mobilizing and deploying units and individuals. C3.2.1.2.9. Military personnel actions (reception, processing, assignment, transfer). C3.2.1.2.10. Planned actions for meeting labor relations obligations and for communications with recognized labor organizations.4 C3.2.1.2.11. Military and civilian personnel housing and support plans; and C3.2.1.2.12. Support of military and civilian families. C3.2.2. Appendix 5 is a sample civilian personnel mobilization plan. Appendix 6 discusses the development of mobilization training plans for military and civilian personnel. C3.3. MOBILIZATION PLAN REVIEW, APPROVAL, AND EVALUATION C3.3.1. Plan Review and Coordination. After the complete mobilization plan has been approved at the installation level it should be approved by the CONUSA, and other headquarters as directed by appropriate authority. It should be coordinated with: C3.3.1.1. Other DoD installations providing support or being supported; 3 See Appendix 5, subparagraph AP5.11.2.17. 4See Appendix 5, subparagraphs AP5.11.2.14., and AP5.11.2.15. C3.3.1.2. Local and/or State officials who must plan for community impacts; C3.3.1.3. Local U.S. Employment Service offices that will assist in recruiting civilians; C3.3.1.4. Other Federal Agencies concerned (e.g., FEMA Regional Offices); and C3.3.1.5. Contractors and other commercial organizations that will or could be called upon to provide support. Classified portions can be released only to individuals with appropriate clearances and need-to-know. C3.3.2. Resolution of Problems. The mobilization planning process will identify potential problems and deficiencies and suggest corrective action. There should be continuing effort to make higher headquarters aware of problems, to work at resolving those at the installation level and to seek alternatives to those that cannot be readily resolved. C3.3.3. Testing and Evaluation. Mobilization exercises are the usual way of testing the capability of units and installations to mobilize effectively. Installation planners participate in planning exercises as directed by higher authority. The installation also conducts tests and exercises to evaluate those portions of the mobilization plan not thoroughly tested in JCS, Service or command-wide exercises. Remedial action programs follow all exercises. Appendix 7 describes methods for testing the effectiveness of the mobilization plan. Appendix 8 discusses reviewing and evaluating the civilian mobilization plan and provides a worksheet to assist in this process. C3.3.4. Continuing Actions to Enhance Mobilization Readiness. Review of mobilization plans should occur at least annually and various actions should be undertaken on a continuing basis to ensure mobilization readiness. Among these are: C3.3.4.1. Updating of manpower requirements and organizational structure in accordance with guidance received from higher headquarters. C3.3.4.2. Reviewing missions, tasking, and priorities. C3.3.4.3. Designing programs to insure the installation can meet time-phased workload and manpower demands (e.g., providing civilian requirements to local U.S. Employment Services offices). C3.3.4.4. Screening civilian employees who are Ready Reservists or retired personnel subject to recall. C3.3.4.5. Ensuring that recall rosters are correct. C3.3.4.6. Ensuring that appropriate computer products (such as manning documents and organizational listings by skill specialties, including primary and secondary specialties) are available at control centers. C3.3.4.7. Exercising manual backup systems for use in case automated systems that are not available. C4. CHAPTER 4 MOBILIZATION ACTIONS This Chapter describes the basic actions that an installation should accomplish during a crisis or mobilization. There are two major paragraphs: general mobilization actions; and specific manpower requirements and manpower resources and actions. C4.1. GENERAL ACTIONS C4.1.1. Upon receipt of alert notification, the installation shall activate a command post, call in personnel on the emergency roster, and pass the alert order to subordinate and tenant units. C4.1.2. The mobilization plan will be reviewed immediately for conformity with any guidance received and knowledge of the unfolding crisis. Mobilization priorities and planned execution timing should be revised to fit the situation. C4.1.3. Upon receipt of a mobilization order, the installation shall implement and report to higher headquarters organizational or command changes and any shifts of headquarters location. Non-essential functions should be terminated, deferred or reduced to make resources available for critical mobilization functions. C4.1.4. Emergency authorities should be reviewed and appropriate authorities invoked. (See Figures C6.F1., C6.F2., and Appendix 1.) C4.1.5. An important function for installations of several Services shall be to assist in moving Reserve component units and individuals to the base, report their arrival to higher headquarters, and assist in their deployment, when applicable. C4.1.6. Support provided to tenant units is adjusted in accordance with plans. C4.1.7. Emergencies are not static. There should be continuous planning and preparation for advanced stages of the mobilization or emergency operations. C4.1.8. Situation reports should go to higher headquarters, as required. C4.2. MANPOWER REQUIREMENTS AND MANPOWER RESOURCES ACTIONS C4.2.1. If a crisis or mobilization appears iminent functional managers should determine if the specific situation then existing would require modification of their portions of the mobilization plan if mobilization were declared, and ensure that the plan is changed to accommodate those modifications. Upon mobilization managers shall begin plan execution. Personnel staff sections and operational units may require augmentation to handle mobilization workload. C4.2.2. When mobilization is declared, the installation should implement manpower utilization policies and workload changes. It shall also reallocate personnel from non-essential to essential functions according to plans and time-phased requirements. Requests for required military replacement and filler personnel should be submitted in accordance with established Service procedures. C4.2.3. When necessary, preparation for receipt, processing, training, and deployment of personnel assigned to the installation, should begin immediately to preclude backlog or bottlenecks. C4.2.4. Civilian personnel offices should implement standby emergency recruitment and hiring plans (usually with assistance from local U.S. Employment Service and OPM offices and in coordination with DoD Committee 5). C4.2.5. Personnel housing and support plans must be implemented, when authorized, possibly including new construction and off-post facility acquisition or other arrangements. C4.2.6. The installation should invoke mobilization surge provisions of contracts that apply to manpower and personnel activities. C4.2.7. Each installation headquarters shall report continuously the allocation, distribution and movement of units and individuals being mobilized at and deployed from the installation. 5 See Appendix 14, "Actions to Resolve Civilian Hiring Competition." C5. CHAPTER 5 DETERMINING THE WARTIME MANPOWER REQUIREMENT C5.1. PURPOSE C5.1.1. Transition to Wartime Strengths. The purpose of manpower requirements planning is to provide the basis for raising combat and support forces from peacetime strengths to wartime strengths in a time-phased, incremental manner to support and sustain JCS-approved OPLANS. The process ultimately provides for each installation and organization a set of mobilization requirements in numbers and skills of military and civilian manpower, time-phased as necessary to carry out wartime missions. C5.1.2. Identification of Shortfalls. A primary function of requirements planning is to identify, in advance, manpower shortfalls that may result in shifting from peacetime to wartime missions. This identification is important for two reasons: C5.1.2.1. Upon a declaration of full mobilization or war immediate steps can be taken to fill these identified shortfalls by realigning available manpower to meet the most urgent needs; and C5.1.2.2. Planning, programming, and budgeting actions can be taken in peacetime to reduce or eliminate serious shortfalls in future years. C5.2. THE REQUIREMENTS PROCESS C5.2.1. Overall Requirements Determination. Because wartime manpower requirements must support JCS-approved OPLANS as well as CONUS sustaining missions, their development requires close coordination between the JCS Joint Operation Planning System (JOPS) and the mobilization and manpower planning systems of the Services. The major elements in requirements planning are: C5.2.1.1. The DoD Defense Guidance issued bi-annually by the Secretary of Defense. C5.2.1.2. The Joint Strategic Capabilities Plan (JSCP), which is the basis for OPLANS of the Unified and Specified Commands, and allocates the forces of the Services in support of those plans. C5.2.1.3. The schedule of forces required to support each OPLAN. C5.2.1.4. The CONUS sustaining requirements of the Services to support the deployed and deploying forces. C5.2.1.5. Service manpower analyses that combine overseas and CONUS requirements. C5.2.1.6. Service wartime manpower documentation for each installation and organization. Below is a simplified depiction of the overall manpower requirements determination process. Figure C5.F1. Overall Manpower Requirements Determination Process C5.2.2. Service Manpower Planning Systems. Each Service uses a distinctive manpower planning system in developing and documenting wartime manpower requirements and authorizations for its organizations and installations. These processes are described briefly in Appendix 9. Essentially, they account for the time-phased manpower increases and decreases that will occur in shifting from peacetime to wartime missions and workloads. The extent of direct installation participation in developing wartime workloads and manpower requirements may vary by Service and, within each Service, depending on the installation mission; e.g., operational, training, logistics, or research and development. In most cases, installations participate by making inputs to their higher headquarters in preparing and coordinating manpower authorization documents and reviewing authorized manpower for mission capability. C5.3. FACTORS THAT INFLUENCE MANPOWER REQUIREMENTS C5.3.1. Guidance and Assumptions C5.3.1.1. Several types of guidelines influence the development of mobilization requirements. Peacetime manpower planning guidance tells what can be done in peacetime to enhance readiness for mobilization. Mobilization planning assumptions describe the wartime planning scenario and timing of events. War-time manpower utilization guidance tells how military and civilian manpower and contract services can be used to meet the most urgent requirements during a mobilization or emergency. Examples of these guidelines are in Appendices 2 and 3. C5.3.1.2. Guidelines and instructions become more detailed and specific as they pass down the chain of command from Service headquarters through major and intermediate commands to the installation level. An exception to this occurs in the Marine Corps due to its structure; Marine Corps Headquarters deals directly with major units and installations. C5.3.2. Planning Guidance From Higher Headquarters. Installations normally look to their higher headquarters to make the following kinds of determinations: C5.3.2.1. Defining clearly the wartime missions and tasks, including support of deployments, mobilization of Reserve components, pre- and post-mobilization training, sustaining and residual mobilization missions, and support of tenant activities. C5.3.2.2. Defining wartime functional concepts of operation, workloads, and priorities. C5.3.2.3. Specifying the time-phasing of missions and workloads. Appendix 10 describes the process of matching manpower and workload time-phasing. C5.3.2.4. Identifying functions, activities, and workloads that are: C5.3.2.4.1. Performed in peacetime, but not in wartime. C5.3.2.4.2. Not performed in peacetime, but will be in wartime. C5.3.2.4.3. Performed in peacetime, but will increase or decrease in wartime. C5.3.2.4.4. Performed in peacetime by military, but will be performed by civilians or contractors in wartime. C5.3.2.4.5. Performed in peacetime by civilians or contractors, but will be performed by military in wartime. C5.3.2.5. Identifying wartime workloads that can be met by using prearranged contractor support services. C5.4. INSTALLATION PARTICIPATION Consistent with higher headquarters guidance, installations contribute to the requirements planning process by taking local actions, such as the following: C5.4.1. Identifying support positions that can be filled by civilians or military retirees. C5.4.2. Identifying civilian employees who are subject to military recall or conscription and require replacement during mobilization. C5.4.3. Ensuring that civilian employees occupying jobs critical to national security objectives are not members of the Ready Reserve. C5.4.4. Ensuring that mobilization manpower requirements are phased so they are consistent with the projected workload, as well as availability of facilities and equipment needed for housing, training, and personnel support. C5.4.5. Assisting in the identification of contract services and supplies needed in emergencies. C5.5. THE PRODUCT The product of requirements planning is a set of time-phased wartime requirements for numbers, skills, and grades of military and civilian manpower as well as the requirements for contract services needed by each installation. These requirements are the basis for planning and implementing personnel realignment nd fill actions to meet mobilization needs. C6. CHAPTER 6 FILLING THE WARTIME MANPOWER REQUIREMENT C6.1. TRANSITION TO WARTIME AUTHORIZATION The starting point for personnel fill actions is the wartime manpower requirements document. People are assigned or reassigned to gain the best use of available assets and minimize shortfalls in filling wartime requirements according to priorities set by higher headquarters. Upon declaration of full mobilization, higher headquarters direct implementation of wartime requirements if this has not already been done. The shift from peacetime to wartime could occur suddenly or gradually and selectively, according to the crisis at hand. Depending on the mission and structure of each installation, the transition to wartime requirements can involve changes in both military and civilian personnel, as well as contract services. Appendix 10 discusses the process of time-phasing manpower to meet time-phased mobilization workloads. C6.2. MILITARY MANPOWER RESOURCES C6.2.1. Actions by Higher Headquarters. Each Service centrally controls and manages the distribution and assignment of military personnel resources. Unit status reports identify outstanding requirements that are met, according to Service-established priorities and assignment procedures, by actions within the respective Service personnel requisitioning and assignment system. The following are examples of military personnel actions that higher headquarters may take, as required by the situation: C6.2.1.1. Extending terms of service, consistent with the emergency. C6.2.1.2. Upon full mobilization, recalling all Ready Reservists who are pre-assigned to a mobilization station. C6.2.1.3. Recalling military retirees, as required. C6.2.1.4. Pre-assigning military retirees (Category I or II retirees who are not key employees) to installations to fill support positions for which their age and experience qualify them, and where early availability of retirees is essential to mission performance. C6.2.1.5. Disapproving requests for deferral or exemption from recall of Ready Reservists and pre-assigned military retirees because of civilian occupation. C6.2.1.6. Pre-assigning Individual Ready Reservists to installations to fill wartime military augmentation or filler positions that are not predesignated or appropriate to be filled by military retirees. C6.2.2. Actions by Installations. The policies and procedures of each Service govern the military personnel actions that may be taken locally. Following are examples of actions that could be preplanned and implemented at installation level, consistent with higher headquarters instructions: C6.2.2.1. Higher headquarters may authorize installations to take local cross-leveling actions, according to specified criteria, to fill initial mobilization vacancies within its available assets. An example of cross-leveling would be the transfer of military personnel from positions designated to be filled in wartime by civilians or military retirees, to essential mobilization positions. An advantage of local cross-leveling is that, by following assignment priorities, it allows shifting of personnel to meet urgent wartime requirements with a minimum of personnel turbulence. Secondary skills used in conjunction with peacetime training and exercises can enhance the effectiveness of cross-leveling. Appendix 11 describes the Army cross-leveling system and other methods of filling military wartime manpower requirements. C6.2.2.2. If required and practical, installations could cross-train in peacetime personnel occupying positions not needed in wartime who will be reassigned to meet war requirements in other skills. Examples are people who will be reassigned because their units will be reduced or inactivated or who will be replaced by civilian employees or military retirees. C6.2.2.3. As a part of authorized and funded peacetime training programs, installations could provide peacetime refresher training of Individual Ready Reservists and military retirees required to meet early mobilization requirements. C6.3. CIVILIAN MANPOWER RESOURCES C6.3.1. Decentralized Operations. As opposed to the centralized management of military personnel, civilian personnel staffing is for the most part decentralized to the installation level, where servicing civilian personnel officers (CPO) and functional managers must work together as a team. Functional managers not only play a key role in requirements planning, but also, assisted by CPO staffs, plan how to restructure and realign jobs to meet mobilization needs. Such changes from usual practices are designed to make the best use of available manpower, facilities, and equipment in meeting the mobilization requirement for various skills and workloads. C6.3.2. Support of Tenant Activities. Very often, installation CPOs provide services to tenant activities of other commands. The tenants' mobilization staffing requirements must be planned in advance in conjunction with those of the host organization. C6.3.3. Emergency Authorities C6.3.3.1. The Office of Personnel Management (OPM) Federal Personnel Manual (FPM) is the primary source of guidance for planning and using emergency authorities that apply to direct-hire civilian employees. (See Figure C6.F1.) C6.3.3.2. During periods of rising tensions short of a declared national emergency, the following management authorities, currently available in peacetime, can assist in making sure that mission-essential needs for civilian employee support are met. They should be used in accordance with OPM regulations and Service instructions. C6.3.3.2.1. Authority to reassign or detail employees involuntarily to essential positions for up to 1 year. C6.F1. FPM Emergency Guidance and Authority Documents DOCUMENT TITLE CONTENT FPM Chapter 910 Mobilization Readiness Guidance on emergency readiness planning. FPM Supplment 990-3 National Emergency Standby Regulations (Personnel and Manpower) OPM standby regulations for administering the Federal work force following an attack on the United States. Take effect automatically after such attack. Suspend and liberalize many peacetime regulations. FPM Supplement 910-1 National Emergency Readiness of Federal Personnel Management Book I contains guidance on planning for emergencies. Chapter 2, section C2.5., includes guidelines for using emergency-indefinite appointment authority. Book II expands on FPM Sup 990-3. Gives plan for Federal civilian work force administration in a general war. FPM Chapter 230, Sub-Chapter 4 Agency Authority to Take Personnel Actions in a National Emergency Covers two major expansion and hiring authorities: 1. Upon an attack on the United States Agencies may take whatever actions are necessary for effective functioning, subject only to FPM Sup 990-3. 2. In a national emergency, Agencies may make emergency-indefinite appointments. The Department of Defense has delegated this authority to Military Departments (with further redelegation permitted) under these conditions: - Declared national emergency - Danger to U.S. security - National program needed to combat the threat C6.3.3.2.2. Authority to relocate employees involuntarily, permanently or temporarily, to essential work sites within the United States or its territories and possessions. C6.3.3.2.3. Authority to make continued performance during emergencies a requirement of positions critical to the continuity of essential missions. C6.3.3.2.4. Authority to pre-assign civilian employees whose positions can be vacated early in a mobilization to essential mobilization positions for which they are qualified. C6.3.3.3. Additionally, the Department of Defense may request that OPM delegate the emergency-indefinite appointment authority prior to the declaration of a national emergency when: C3.3.3.3.1. The President has authorized the call up of some portion of Military Reserve forces for some military purpose; and when C3.3.3.3.2. The Secretary of Defense certifies that such hiring authority is necessary and the Director of OPM confirms that normal procedures cannot meet surge requirements. C3.3.3.3.2.1. If OPM grants this authority, it shall simultaneously provide the Department of Defense with procedures for its use and the means for OPM to review its application. C3.3.3.3.2.2. Installations will receive instructions through normal Service channels in the event this authority is delegated for their use. C6.3.3.4. Figure C6.F2. lists additional authorities that are available to the Department of Defense after a declaration of a national emergency, but prior to an attack on the United States. C6.3.4. Recruitment Planning C6.3.4.1. Planning for recruitment is based on the identification of specific manpower requirements in the manpower authorization document that cannot be met by using current employees even with additional training. These requirements represent the external fill needed on a time-phased basis during a mobilization (for example, M-Day through M+9 days, M+10 through M+29 days, M+30 through M+59 days, etc.). Functional managers should establish priorities within each time-phase so that recruiting is planned to meet the most urgent mission requirements. C6.3.4.2. Civilian strength requirements need to be identified for each time-phase and a determination made as to whether resources will come from in-service placement or from outside recruitment. The recruitment plan should be coordinated with the training staff to determine training requirements for new employees. Detailed recruitment plans are then prepared in advance. C6.F2. Additional Authorities to the Department of Defense After Declaration of a National Emergency, but Prior to an Attack on the United States 5 U.S.C. 3134 Limitations on non-career and limited appointments 5 U.S.C. 3324 Appointments at GS-16, 17, and 18 5 U.S.C. 3326 Appointment of retired members of the Armed Forces 5 U.S.C 3333 Employee affidavits 5 U.S.C. 3394 Non-career and limited appointments 5 U.S.C. 3395 Reassignments and transfers within the Senior Executive Service 5 U.S.C 3592 Removal from the Senior Executive 5 U.S.C. 4022(a), 9022(a) Employment of contract surgeons (Army and Air Force) 5 U.S.C. 4025, 9025 Work week hours (Army and Air Force) 5 U.S.C. 5102 Classification definitions 5 U.S.C. 5335 Periodic step increases 5 U.S.C. 5522 Advance payments 5 U.S.C. 5523 Duration of payments 5 U.S.C. 5532 Employment of affected members of the Uniformed Services 5 U.S.C. 5561- 5568 Payments to missing, interned, and captured employees 5 U.S.C. 7106 Management rights 5 U.S.C. 8332 Creditable service C6.3.5. Recruitment Sources. Recruitment plans should include an assessment of all resources available to the installation to meet manpower requirements. Some sources, such as career referrals, may not be practical or available during an emergency. The following sources should be considered, if appropriate to the needs of the installation: C6.3.5.1. In-Service Employees C6.3.5.1.1. Excess local permanent employees occupying peacetime positions not required during mobilization and who are qualified to fill mobilization authorizations. C6.3.5.1.2. Returnees or evacuees from overseas who are pre-assigned or exercise return rights to CONUS installations. C6.3.5.1.3. Excess non-local permanent employees who cannot be placed in mobilization positions at their own installation. C6.3.5.1.4. Excess Federal employees from local DoD or non-DoD Agencies. C6.3.5.1.5. Current part-time and intermittent employees who can serve as full-time employees. C6.3.5.2. Retirees C6.3.5.2.1. Retired civil service employees. C6.3.5.2.2. Military retirees who are not otherwise pre-assigned. C6.3.5.2.3. Retirees from large non-defense industries. C6.3.5.3. Other Sources C6.3.5.3.1. Family members of civilian employees and military personnel, both local and those returning from overseas. C6.3.5.3.2. DoD Priority Placement Program referrals. C6.3.5.3.3. Outside recruitment through local U.S. Employment Service and OPM offices. C6.3.5.3.4. Excepted appointment of veterans, handicapped, worker trainees, and other excepted appointments. C6.3.6. Recruitment Planning Actions C6.3.6.1. Planning for staffing civilian positions required for mobilization starts with each organization's time-phased mobilization manpower document. The CPO should participate in the development of these documents. It is important also that the CPO be provided all current validated authorization documents, including those of serviced tenant activities of other commands. C6.3.6.2. Recruitment planning usually includes the following major phases: C6.3.6.2.1. Assembling and organizing preliminary data, including peacetime and mobilization authorization documents, personnel information (especially current position assignment and likelihood of military call-up in the first 90 days of a mobilization), workload priorities, and available source lists (such as local retirees, etc.). C6.3.6.2.2. Identifying initial mobilization vacancies requiring fill by current employees, known source lists, or new recruitment. C6.3.6.2.3. Applying available employees to the initial vacancy list, taking steps to maximize use of such personnel. C6.3.6.2.4. Planning and updating recruitment strategies. C6.3.6.3. Appendix 12 lists and shows a sequence of more detailed recruitment planning steps that may be required, depending on the installation's unique mobilization needs and labor market and on applicable Service directives. C6.3.7. Labor Market Analysis. Appendix 13 provides information on conducting and using local labor market analyses to support recruitment planning. C6.3.8. Competition in Hiring Civilians. Appendix 14 describes actions to resolve potential civilian hiring competition within and among Military Departments, and between Military Departments and defense industries. C6.3.9. Use of Job Engineering. Appendix 15 describes the use of job engineering to make local staffing and recruitment easier by reducing vacancies to more readily available skill levels. C6.3.10. Potential Hindrances to Recruitment. Appendix 16 discusses potential hindrances to civilian recruitment and actions that can mitigate the effects of these problems. C6.4. CONTRACTING Contracting is one of the ways of meeting workload requirements during mobilization. Generally, mobilization manpower requirements are designated as non-military unless military incumbency is required by law, security, discipline, rotation, or mission performance. Using contractor personnel should be considered if it would be more practical or effective than recruiting civilian employees to fill positions in light of the projected labor market. Planning for contractor services should include considering expansion of current contracts or securing new contracts upon mobilization or an emergency. While the capacity of each local market varies, a current contractor, whose performance is known, may offer greater assurance of adequate performance during an emergency than would a new contractor. Careful advance research and coordination can help to ensure that the required support will be provided when needed. The key to planning mobilization contracting is the ability of functional managers to anticipate and identify specific requirements. Planning actions by functional managers and contracting officers could include the following: C6.4.1. Functional Managers C6.4.1.1. Review current requirements and/or contracts to determine if war clauses and contingency options apply, then review with manpower officials to determine the reduction or expansion required upon mobilization for each requirement/contract. C6.4.1.2. Provide the contracting officer with performance work statements for services and supplies needed during a mobilization. C6.4.1.3. Designate priorities of mobilization requirements to assist in planning and expediting contracting actions. C6.4.1.4. Plan for alternative means of meeting critical requirements in case of contractor default. C6.4.2. Contracting Officers C6.4.2.1. Maintain a current file of performance work statements for services and supplies needed during mobilization. C6.4.2.2. Assist in the selection of contingency contractors capable of delivering specific products and services, exchange information with other DoD installations in the local market on contractors used or planned to be used. C6.4.2.3. Maintain a current list of suppliers able to meet requirements for needed products and services. C6.4.2.4. Include, where mobilization requirements are firm for existing contracts, contingency option clauses to use when the emergency occurs (such options do not obligate funds until they are exercised). C6.4.2.5. Use multiple options to peacetime contracts in that function when mobilization requirements for services normally contracted in peacetime cannot be quantified. C6.4.2.6. Make plans to ensure that necessary contracting capabilities will be available during mobilization. C6.4.3. Appendix 17 discusses in greater detail the use of contracting for mobilization requirements. C7. CHAPTER 7 CONCLUDING OBSERVATIONS C7.1.1. Mobilization planning is a complex process that requires coordination among many levels of the defense establishment and other Government Agencies. Much of the execution of mobilization takes place at the installation level, where personnel are assembled to gain equipment and training and to move to ports of embarkation or directly to units. Many installations must surge maintenance and supplies to equip units and sustain combat operations. Therefore, it is critical that mobilization plans be complete, current, and continuously evaluated through exercises. C7.1.2. Each of the Military Departments has published detailed guidance and regulations on mobilization planning. This Handbook is supplemental and covers the common ground applicable to all Services. It applies specifically to the manpower and personnel aspects of mobilization planning. Manpower resources are important to effective mobilization, but all aspects of the plan must be covered and carefully reviewed. C7.1.3. This Handbook is intended to provide guidelines for manpower and personnel mobilization planners at DoD installations. It is informational in nature, not directive. It is hoped that readers will find it a useful addition to the growing literature on mobilization planning. Comments and suggestions for improvements are welcome and should be sent to the OSD project office listed in the Foreword. AP1. APPENDIX 1 LEGAL AUTHORITIES 6 Table AP1.T1. Powers Available That Do Not Require a Formal Declaration of National Emergency U.S. Code Description When Applicable 10 U.S.C. 673b Order to active duty of 100,000 Selected Reservists for 90 days Determination of operational need by President 10 U.S.C. 688 Order to active duty of Retired Regulars, Reservists with 20 years active service, Fleet Reservists, and Fleet Marine Corps Reservists In the interest of national defense 10 U.S.C. 712(a)(1), (2) Detail of members of the Armed Forces to assist, in military matters, other designated countries in the western hemisphere. President considers in the public interest 10 U.S.C. 2602(a) Acceptance of American Red Cross cooperation and assistance President finds it necessary 10 U.S.C. 2604(a) Provide facilities and services to United Seaman's Service in foreign areas President finds it in the interest of U.S. commitments overseas 14 U.S.C. 3 Coast Guard to operate as a Service of the Navy Presidential directive 50 App U.S.C. 468 Place mandatory orders for prompt delivery of material or articles for use by the Armed Forces Presidential determination in the interest of national security 50 App U.S.C. 2071(a), (b) Contracts of orders for the allocation of materials and facilities needed for national defense to be given priority over other contracts or orders Presidential discretionary authority 50 App U.S.C. 2091-2094, 2166 (a), (b) Expansion of productive capacity and supply Presidential determination in interest of national defense 6 Source: DoD Master Mobilization Plan. This list of authorities is not all-inclusive. Table AP1.T2. Additional Powers Available Under a Presidential Declaration of National Emergency U.S. Code Description 10 U.S.C. 526 Suspend authorized strength limitations on commissioned officers on active duty in event of declared national emergency or war 10 U.S.C. 673 Order up to one million members of the Ready Reserve to active duty for not more than 24 months 10 U.S.C. 673(c) Suspend promotion, retirement, or separation of any member of the Armed Forces deemed essential to national security by the President 10 U.S.C. 679(d) Extension of Reserve active duty agreement without consent of Reservist 10 U.S.C. 712(a)(3) Detail of members of the Armed Forces to assist, in military matters, any country deemed advisable in the interest of national defense 10 U.S.C. 2304(c)(2), (7) Use of other than competitive procedures limiting sources in solicitation of bids and proposals 10 U.S.C. 7224 Gives Sec Navy authority to designate persons to be carried on naval vessels at Government expense 10 U.S.C. 644 Suspend promotion, retirement, or separation of commissioned officers 14 U.S.C. 331 Order to active duty of retired Regular Coast Guard officers in time of war or national emergency 14 U.S.C. 359 Order to active duty of retired Coast Guard enlisted members 14 U.S.C. 367(3) Extension of Coast Guard enlistments until 6 months after end of national emergency 42 USC 217 Use of Public Health Service Commissioned Corps as a branch of the land or naval forces 46 U.S.C. 835 Restrictions on the transfer of shipping facilities 46 U.S.C. 1242(a) Authority to requisition or purchase, or to charter or requisition the use thereof, ships owned by U.S. citizens Table AP1.T2. Additional Powers Available Under a Presidential Declaration of National Emergency, Continued U.S. Code Description 50 U.S.C. 196-198 Authority to purchase, seize, acquire, requisition or charter non-U.S.-owned vessels lying idle in U.S. waters 50 U.S.C. 1431-1435 Exemption of national defense contracts from certain statutory limitations 50 U.S.C. 1511-1516 Suspension of restrictions on chemical and biological agents 50 App USC 1774(a) Use of ships in the national defense Reserve fleet Table AP1.T3. Powers Gained by Congressional Declaration of Emergency and not Available by Presidential Declaration U.S. Code Description 10 U.S.C. 511(a) Extension of terms of enlistment in Reserve components until 6 months after end of war or national emergency 10 U.S.C. 511(c) Extension of term of service for an enlisted member transferred to a Reserve component until 6 months after end of war or national emergency 10 U.S.C. 519 Temporary enlistments in an Armed Force after the declaration will be for the duration of the emergency plus 6 months 20 U.S.C. 672(a) Authority to order any member or unit of a Reserve component to active duty for the duration, plus 6 months 10 U.S.C. 674 Authority to order members and units of the Standby Reserve to active duty U.S.C. 675 Authority to order a qualified member of the Retired Reserve to active duty 32 U.S.C. 302(c) Extension of National Guard enlistments for the duration, plus 6 months AP2. APPENDIX 2 EXAMPLES OF MOBILIZATION MANPOWER PLANNING ASSUMPTIONS 7 The following shall be used as assumptions for manpower mobilization planning and resource programming. These shall not be construed to represent or prejudge the actual U.S. response to any particular future crisis. ACTION A. For a worldwide multitheater conflict, assume that: B. For a contingency of lesser magnitude than that covered in A., e.g. a single theater conflict, but still involving the commitment of a substantial portion of the available military forces, assume that: C. For a contingency involving the commitment of substantially fewer forces than that covered in section B., assume that: 1. Emergency declaration and implementation of mobilization. 1. Congress will declare a national emergency. The Department of Defense will implement a full military mobilization. The possible need for implementing a total mobilization will then be considered by the Department of Defense. 1. Congress will declare a national emergency. The Department of Defense will implement a partial mobilization. This mobilization may be incremental, rather than instantaneous. The possible need for implementing a full mobilization will then be considered by the Department of Defense. 1. The President may declare a national emergency and implement such mobilization actions as those described below. 2. Selective Service Indication 2. On M-Day, Congress will authorized Selective Service to asume induction. 2. The decision to reinstitute Selective Service induction will be made on or after M-Day, as required. 2. Selective Service classification and examination of potential inductees may be reinstituted. 3. Terms of Service 3. On M-Day, all terms of service (definite and indefinite) will be extended for the duration of the conflict plus 6 months. 3. Scheduled separations for active duty and Ready Reserve personnel will be deferred for the duration of the emergency. 3. Scheduled separations for active duty and recalled Ready Reserve personnel will be deferred for the duration of the contingency. ACTION A. Multitheater Conflict B. Major Single Theater Conflict C. Minor Conflict 4. Reserve components and military retirees. 4. On M-Day, all Reserve component units and personnel will be mobilized. Ready Reserve, active duty retirees, Standby Reserve, and Retired Reserve will be recalled, as required. 4a. Requests for nondisability military retirement will be deferred for the duration of the emergency. 4a. Requests for nondisability retirement by active duty and Reserve personnel will be deferred for the duration of the contingency. 4b. Selected Reserve units and individuals will be mobilized as required to deploy to the single theater of operation or replace active component units deployed in support of the emergency or to expand the CONUS base. 4b. Augmentation of the Selective Service System and the Military Enlistment Processing Stations will immediately follow initial U.S. response to the contingency if classification and examination are resumed. 4c. Individual Reservists and military retirees will be recalled as required to bring Active component and mobilized Reserve component units to wartime manning levels and to ensure replacements for forces deployed to the emergency and to expand the CONUS base. 4c. The Presidential Selected Reserve call-up authority will be used as required to augment Active component forces. Involuntary recall of military retirees and voluntary recall of IRRs, INCs, or retired Reserve component military personnel, or both, will be at the Secretaries of the Military Departments. 5. Personnel awaiting initial military training. 5a. On M-Day, personnel in the Delayed Entry Program (DEP) will be called up for training. The Secretaries of the Military Departments may authorize delay in the call-up of DEP personnel under 18 years of age or still in high school. 5a. DEP personnel may be called up for training at descretion of the Secretaries of the Military Departments on or after M-Day. The Secretaries may authorize a delay in the call-up of DEP personnel under 18 years of age or still in high school. 5. Voluntary call-up of DEP personnel or Reserve component personnel awaiting initial active duty for training will be at the discretion of the Secretaries of the Military Departments. 5b. Selected Reserve personnel awaiting initial active duty for training will be mobilized with their units and sent to training. Delay provisions in subsection A.5a., above, apply. 5b. Selected Reserve component personnel awaiting initial active duty for training will be mobilized with their unit and then sent to training. Delay provisions in subsection 5a. above, apply. 6. PCS moves and delay en route. 6a. Beginning on M-Day, all permanent change of station (PCS) moves will be solely for the convenience of the Government. 6. PCS moves and delays en route will be in accordance with subsection A.6. 6a. All PCS moves will be solely for the convenience of the Government, to provide priority manning for the theater of operation and deploying units. This policy applies from the day a deployment (contingency) operation commences. 6b. Beginning on M-Day, delay en route time will be: 6b. Delay en route provisions in subsection A.6.b. apply. (1) In addition to expected transit time, one day of delay en route for patients returning to duty from in-theater medical facilities located in the communications zone. (2) In addition to expected transit time, one day of delay en route for all replacements at both embarkation and debarkation points. 7. CONUS support establishment jobs. 7. Military personnel occupying CONUS-support establishment jobs that must be performed in wartime may be replaced by civilian personnel or recalled military retirees, consistent with the stabilization of key mobilization positions. Replaced military personnel may be transferred to deploying units or made available as replacements. 7. Same as A.7. 7. Same as A.7. 8. National Defense Executive Reserve. 8. On M-Day, all members of National Defense Executive Reserve units will be notified when to report for work. 8. Members of National Defense Executive Reserve units will be called up, as required. 9. Strength ceilings. 9. On M-Day, personnel strength ceilings imposed by law or the Office of Management and Budget (OMB) shall be waived. 9. Personnel strength ceilings imposed by law or OMB will be waived, if required, beginning the day a deployment (contingency) operation commences. 10. Civilian employees. 10a. On M-Day, civilian employee emergency hiring and management authorities delegated to the DoD Components will be activated. Regulatory restrictions such as time in grade requirements will be waived. 10. Civilian manpower mobilization planning assumptions contained in subsections A.9. and A.10. will apply as required. 10. If a national emergency is declared, civilian manpower mobilization planning assumptions contained in subsections A.9. and A.10. will apply, as required. 10b. On M-Day, all local employment offices established by the U.S. Employment Service will be notified to give priority to recruiting workers for defense installations. 10c. Beginning on M-Day, civilian employees who are eligible for retirement will be encouraged to remain on duty for the duration of the conflict. 10d. Beginning on M-Day, manpower made available by work-load termination and deferral or by unit inactivation will be reallocated to higher priority tasks. 10e. The work week per shift for civilian personnel located at activities not in hostile fire areas will be 60 hours through M+60 days; thereafter, the work week per shift will be 48 hours. 7Based on DoD Instruction 1100.19, "Wartime Manpower Planning Policies and Procedures." AP3. APPENDIX 3 MOBILIZATION MANPOWER PLANNING GUIDANCE 8 AP3.1. MILITARY MANPOWER DEMAND DETERMINATION AP3.1.1. Force structure manpower demand calculations shall include the following: AP3.1.1.1. Reserve component units mobilized on M-Day or, when appropriate, the day on which a deployment or contingency operation commences. AP3.1.1.2. Active and Reserve component units raised to war-required manning levels in a time-phased, incremental manner, consistent with the scheduled deployment or CONUS employment date and projected time-phased work load. AP3.1.1.3. Unmanned units activated and raised to war-required manning levels in a time-phased, incremental manner, consistent with scheduled deployment or CONUS employment date and projected time-phased work load. Unmanned units shall be included in the force structure only if equipment for these units is on hand; these units can be equipped with commercially available, off-the-shelf items before scheduled deployment and employment or, if appropriate procurement of equipment for these units has been programmed. AP3.1.1.4. Scheduled deployment or CONUS employment dates of units consistent with programmed or, when appropriate, actual lift capability and equipment prepositioning. AP3.1.1.5. Force structure manning reduced to reflect: AP3.1.1.5.1. Losses of major combat equipment for which war reserve stocks are not available, such as ships, aircraft, or armored vehicles. AP3.1.1.5.2. Periods of extended equipment nonavailability, such as ship battle-damage repair. AP3.1.1.5.3. Units whose sole wartime mission is mobilization and deployment, inactivated when that mission is completed. 8 Based on DoD Instruction 1100.19, "Wartime Manpower Planning Policies and Procedures." See DoD Instruction 1100.19 for complete guidance including overseas and medical considerations. AP3.1.1.5.4. Immediate inactivation of units with no wartime mission after M-Day. AP3.1.1.5.5. Work load projected to diminish at any point after mobilization. AP3.1.1.6. Projected work load and manpower demands for force units that reflect: AP3.1.1.6.1. Wartime activity-level assumptions consistent with the programmed or actual availability of equipment, spares, and munitions inventories in the theater of operation. AP3.1.1.6.2. Non-replaceable losses of major combat equipment. AP3.1.1.6.3. Immediate termination or deferral of all activities not considered essential to the war effort by the Military Services. AP3.1.1.6.4. Reliance on host nation support, as prudently feasible. AP3.1.1.6.5. Reliance on prearranged contractor services, as feasible. AP3.1.1.6.6. Continuation of services provided overseas by DoD contractors and civilian employees occupying Emergency-Essential positions. AP3.1.1.7. Projected work load and manpower demands for training units shall reflect: AP3.1.1.7.1. Training rates consistent with the programmed or actual time-phased force structure manpower demand. AP3.1.1.7.2. Immediate cessation of training providing only a marginal contribution to combat capability or force sustainment. AP3.1.1.7.3. Required initial training, refresher training, and retraining up to 7 days a week. AP3.1.1.7.4. Programmed or actual training base capacities. AP3.1.1.8. Force structure manning demand shall be consistent with the leave and work-week planning assumptions in Appendix 2. AP3.1.1.9. Force structure demand shall be designated as either military or civilian according to the following personnel utilization criteria: AP3.1.1.9.1. All wartime jobs in the theater of operation shall be designated as military jobs with specific exceptions. AP3.1.1.9.2. Upon mobilization, all support establishment positions in the United States, its territories and possessions, shall be designated as civilian unless: AP3.1.1.9.2.1. Military incumbency is required by law. AP3.1.1.9.2.2. Possessing military-unique skills or experience is essentiial for successful performance of assigned support duties. AP3.1.1.9.2.3. Military authority or discipline is required. AP3.1.1.9.2.4. No qualified civilians are available. AP3.2. CIVILIAN MANPOWER DEMAND DETERMINATION AP3.2.1. Projected work load and civilian manpower demands shall reflect: AP3.2.1.1. The immediate activation of activities that have wartime missions. AP3.2.1.2. The inactivation of support activities whose mission is completed once military forces are mobilized or deployed. AP3.2.1.3. The immediate inactivation of activities with no wartime mission. AP3.2.1.4. Wartime activity level assumptions consistent with the programmed equipment, spares, and munitions inventories. AP3.2.1.5. Immediate termination or deferral of all activities not considered essential to the war effort by the Military Services. AP3.2.1.6. Reliance on prearranged contractor services as feasible. AP3.2.1.7. Training rates for military personnel consistent with the programmed or actual time-phased force structure manpower demand and training base capacities. AP3.2.1.8. Leave and work-week planning assumptions in Appendix 2. AP3.2.1.9. Designation of positions as military or civilian according to the personnel utilization criteria contained in subparagraphs AP3.1.1.9.1. and AP3.1.1.9.2., above. AP3.3. MILITARY MANPOWER SUPPLY PLANNING AP3.3.1. All military manpower that must be available for duty not later than M+1 day shall be programmed in and assigned to the Active force, Selected Reserve units, or the Individual Mobilization Augmentee Program. AP3.3.2. All active duty and Selected Reserve personnel with skills not needed in wartime shall be reassigned to meet wartime demand in secondary skills or retrained in time to meet mobilization or deployment requirements. AP3.3.3. Military personnel occupying CONUS-support establishment jobs that must be performed in wartime may be replaced by civilian personnel or recalled military retirees, consistent with the stabilization of key mobilization positions. Replaced military personnel may be transferred to deploying units or made available as replacements. AP3.3.4. Continuous review shall be made of missions and capabilities for the effective wartime utilization on active duty of minimally disabled or over-age personnel with current or prior military service, including the study of assignments which directly support State defense forces, civil defense, or other aspects of the internal defense of the United States and its possessions. AP3.3.5. The Military Services shall develop manpower mobilization plans and shall program the necessary resources to satisfy their time-phased pretrained individual military manpower inventory objectives using IRR, ING, active duty retirees, the Standby Reserves and Retired Reserve. In doing this, the Military Services shall: AP3.3.5.1. Carry out exercises and data management programs in peacetime, enabling the estimation of mobilization manpower yields from the IRR and Standby Reserve Pools. Management improvement programs will be in place to increase these yields, when practicable. AP3.3.5.2. Identify facilities that contain, or will contain, units with wartime military positions that can be filled by military retirees and pre-assign military retirees to those facilities. AP3.3.5.3. Identify units with wartime military augmentation and filler positions, other than subparagraph AP3.3.5.2., above. Fill these positions by the most time-efficient means; e.g., pre-assign IRR and ING to facilities from which these units are to deploy or be employed. Exhaust the IRR and ING to fill all time-phased objectives except those positions predesignated to be filled by retired military personnel. AP3.3.6. The Military Services shall pre-assign pretrained individual service members as required to satisfy the demand by skill. In addition to the existing IRR and ING peacetime training programs, IRR, ING, and active duty retired military personnel required to meet time-phased objectives between M+1 and M+30 days shall receive peacetime refresher training, as necessary. IRR and ING required prior to M+11 days shall also be pre-assigned. AP3.3.7. Upon mobilization, all screening of the Ready Reserve ceases and Ready Reservists are immediately available for recall. AP3.3.8. Upon mobilization, Ready Reservists and pre-assigned military retirees may not be deferred or exempted from recall because of civilian occupations except those previously designated as key employees during peacetime screening as prescribed by current directives. AP3.4. CIVILIAN MANPOWER SUPPLY PLANNING AP3.4.1. DoD Components shall develop and institute manpower mobilization plans and shall program the resources necessary to satisfy the time-phased civilian employee demands by geographic location and occupational area. This planning and programming should conform to the following: AP3.4.1.1. Identify all civilian employees of DoD Components who are members of the Ready Reserve or the Standby Reserve or are military retirees scheduled for recall. Manpower mobilization plans shall assume that none of these personnel are available as civilian employees after M-Day. AP3.4.1.2. National Defense Executive Reserve units shall be established, as appropriate, under DoD Directive 1100.6. AP3.4.1.3. Civilians employed by DoD Components, whose peacetime services are not needed during wartime, shall be reassigned to more critical jobs and relocated if necessary. AP3.4.1.4. All civilian employees not needed by one DoD Component may be detailed, reassigned, or relocated, to satisfy the critical work load of another DoD Component. AP3.4.1.5. Civilian mobilization manpower needs not accommodated by detailing or reassigning civilian employees from other functions and activities within M+15 days shall be filled by any appropriate appointment authority. AP3.4.1.6. Components shall plan how they will recruit the additional civilian employees needed. This should include using the national network of local employment offices established by the United States Employment Service and operated by the States, local offices of the Office of Personnel Management (OPM), and the information provided regularly by the Defense Management Manpower Data Center. AP4. APPENDIX 4 MOBILIZATION REFERENCES PERTAINING TO MANPOWER AND PERSONNEL AP4.1. DEPARTMENT OF DEFENSE AP4.1.1. DoD Master Mobilization Plan, May 1986 AP4.1.2. DoD Directive 1100.4, "Guidance for Manpower Programs," August 20, 1954 AP4.1.3. DoD Directive 1100.6, "National Defense Executive Reserve," December 7, 1983 AP4.1.4. DoD Directive 1100.18, "Wartime Manpower Mobilization Planning," January 31, 1986 AP4.1.5. DoD Instruction 1100.19, "Wartime Manpower Planning Policies and Procedures," February 20, 1986 AP4.1.6. DoD Directive 1130.2, "Management and Control of Engineering and Technical Services," Januaray 26, 1983 AP4.1.7. DoD Directive 1145.1, "Qualitative Distribution of Military Manpower," January 22, 1986 AP4.1.8. DoD Directive 1200.7, "Screening the Ready Reserve," April 6, 1984 AP4.1.9. DoD Directive 1235.9, "Management and Mobilization of the Standby Reserve," August 28, 1973 AP4.1.10. DoD Directive 1235.10, "Mobilization of the Ready Reserve," October 27, 1970 AP4.1.11. DoD Directive 1352.1, "Management and Mobilization of Regular and Reserve Retired Military Members," February 27, 1984 AP4.1.12. DoD Directive 1400.16, "Inter-Departmental Civilian Personnel Administration Support," October 30, 1970 AP4.1.13. DoD Directive 1404.10, "Retention of Emergency-Essential (E-E) DoD Civilian Employees Overseas," May 31, 1985 AP4.1.14. DoD Directive 4100.15, "Commercial Activities Program," August 12, 1985 AP4.1.15. DoD Instruction 4100.33, "Operation of Commercial Activities," September 9, 1985 AP4.1.16. DoD Directive 4151.1, "Use of Contractor and DoD Resources for Maintenance of Materiel," July 15, 1982 AP4.1.17. DoD Directive 4151.16, "DoD Equipment Maintenance Program," August 23, 1984 AP4.1.18. Digest of War and Emergency Legislation Affecting the Department of Defense (Air Force compiles for the Department of Defense), July 12, 1985 AP4.2. JOINT CHIEFS OF STAFF AP4.2.1. Joint Strategic Capabilities Plan (JSCP), Volumes I and II, with Annexes (issued biannually) AP4.2.2. JCS Publication 21, "Mobilization Planning," May 2, 1983 AP4.3. ARMY AP4.3.1. The Army Mobilization Plan, current edition AP4.3.2. Army Stationing and Installation Plan, current edition AP4.3.3. Mobilization Troop Basis Stationing Plan, current edition AP4.3.4. Nondeployment Mobilization Troop Basis, current edition AP4.3.5. Training Base Expansion Plan (TRADOC Mobilization & Operations Planning System, Vol III), current edition AP4.3.6. AR 5-20, "Commercial Activities Program," February 1, 1985 AP4.3.7. AR 135-200, "Active Duty for Training and Annual Training of Individual Members," August 1, 1985 AP4.3.8. AR 135-210, "Order to Active Duty as Individuals During Peacetime," July 1, 1982, "National Emergency, or Time of War" AP4.3.9. AR 140-145, "Individual Mobilization Augmentee (IMA) Program," July 15, 1983 AP4.3.10. AR 220-1, "Unit Status Reporting," June 1, 1981 AP4.3.11. AR 220-10, "Preparation for Overseas Movement of Units (POM)," June 15, 1973 AP4.3.12. AR 310-49, "The Army Authorization Documents System (TAADS)," December 15, 1980 AP4.3.13. AR 500-5, "The Army Mobilization and Operations Planning System (AMOPS)," August 1, 1981 AP4.3.14. AR-570-4, "Manpower Management," September 15, 1982 AP4.3.15. AR 601-10, "Mobilization of Retired Members of the Army," December 1, 1983 AP4.3.16. AR 612-2, "Preparation of Replacements for Overseas Movement (POR)," November 1, 1983 AP4.3.17. AR 690-8, "Identification and Reporting of Key Federal Employees," December 22, 1977 AP4.3.18. AR 690-11, "Mobilization Planning and Management," August 1, 1984 AP4.3.19. DA Pamphlet 360-525, "Family Assistance Handbook for Mobilization," January 15, 1984 AP4.3.20. DA Pamphlet 600-8-3, "SIB-Level Procedures, Organization, and Operation (Appendix L-SIDPERS Mobilization Guide), (General)," January 15, 1982 AP4.3.21. DA Pamphlet 601-5-9, "Mobilization Cross-Leveling (MCL) Users Manual," May 1, 1984 AP4.3.22. DA Pamphlet 690-36, "A Civilian Personnel Office Guide to the Commercial Activities Program," October 15, 1983 AP4.3.23. DA Pamphlet 690-50, "Orientation for Military Supervisory Personnel on Civilian Manpower Management Under Mobilization Conditions," October 11, 1968 AP4.3.24. U.S. Army Mobilization and Deployment Handbook, current edition AP4.3.25. U.S. Army Military Personnel Center Personnel Manager's Mobilization Handbook, current edition AP4.3.26. U.S. Army Mobilization Personnel Processing System Handbook, current edition AP4.4. NAVY AP4.4.1. SECNAVINST 12910.1B, "Civilian Workforce Mobilization Planning and Management," November 26, 1984 AP4.4.2. OPNAVINST 1000.16E, "Manual of Navy Total Force Manpower Policies and Procedures," March 2, 1981 AP4.4.3. OPNAVINST S3061.1B, "Navy Capabilities and Mobilization Plan (NCMP)," October 1, 1984 AP4.4.4. OPNAVIST 4860.7B, "Navy Commercial Activities Program," March 18, 1986 AP4.4.5. Logistics and Support Mobilization Plans (LSMP), current edition AP4.4.6. Navy Manpower Data Accounting System (NMDAS), current edition AP4.4.7. Navy Manpower Mobilization System (NAMMOS) Users Manual, undated AP4.5. AIR FORCE AP4.5.1. USAF War and Mobilization Plan (WMP), current edition AP4.5.2. USAFR War and Mobilization Plan, current edition AP4.5.3. USAF Mobility Plan, current edition AP4.5.4. USAF Theater/CONUS Base Use Plan, current edition AP4.5.5. USAF Headquarters/Command/Base Manpower Data Systems (HAFMDS/CMDS/BMDS), current edition AP4.5.6. AFR 25-5, "Air Force Management Engineering Program (MEP) (Policy, Responsibilities, and Requirements)," April 1, 1982 AP4.5.7. AFR 26-1, "Manpower Policies and Procedures, Volume I, Comparative Costs Analysis," October 2, 1981 AP4.5.8. AFR 26-1, "Manpower Policies and Procedures, Volume IV, Wartime Manpower Planning and Programming," October 6, 1983 AP4.5.9. AFR 28-3, "USAF Operation Planning Process," February 18, 1982 AP4.5.10. AFR 28-4, "USAF Mobility Planning," November 16, 1978 AP4.5.11. AFR 28-5, "USAF Mobilization Planning," May 29, 1980 AP4.5.12. AFR 28-130, "War Planning, Functional User Support Manual for the Contingency Operation/Mobility Planning and Execution System (COMPES) Base-Level Personnel (MANPER-B Module)," October 1, 1981 AP4.5.13. AFR 28-626, "Functional User Support Manual for the Contingency Operation/Mobility Planning and Execution System (COMPES), Major Command-Level Personnel (MANPER-M Module)," September 30, 1980 AP4.5.14. AFR 35-20, "Personnel Support for Contingency Operations (PERSCO)," December 30, 1984 AP4.5.15. AFR 40-910, "Civilian Personnel Emergency-Essential (E-E) Program," September 27, 1982 AP4.5.16. AFR 55-15, "Unit Combat Readiness Reporting (C-Ratings)," November 22, 1982 AP4.5.17. AFR 70-7, "Contingency Contracting Support Program," July 2, 1982 AP4.5.18. AFR 75-8, "Movement of Personnel, Volume I", March 22, 1979; "VII," March 10, 1982 AP4.6. MARINE CORPS AP4.6.1. Marine Corps Mobilization Management Plan (MPLAN) (Annex-Manpower Plan), May 17, 1984 (under revision) AP4.6.2. Marine Corps Capabilities Plan (MCP), October 1, 1985 (under revision) AP4.6.3. Marine Corps Mid-Range Objectives Plan (MMROP), March 1984 (under revision) AP4.6.4. Joint Depot Maintenance Analysis Group, "Program Objectives Summary, Volume I and Volume II," January 31, 1986 AP4.6.5. Marine Corps Order P4400.39E, "War Reserve Policy Manual," January 29, 1984 AP4.6.6. Marine Corps Order 4860.3C, "Operation of Commercial Activities," September 27, 1982 AP4.6.7. Marine Corps Order 5311.1, "Table of Organization Management Procedures," July 13, 1982 (under revision) C4.7. OFFICE OF PERSONNEL MANAGEMENT AP4.7.1. Federal Personnel Manual (FPM), Chapter 230, Sub-chapter 4, "Agency Authority to Take Personnel Actions in a National Emergency," January 31, 1972 AP4.7.2. Federal Personnel Manual, Chapter 910, "Mobilization Readiness," December 6, 1982 AP4.7.3. Federal Personnel Manual, Supplement 910-1, "National Emergency Readiness of Federal Personnel Management," August 30, 1982 AP4.7.4. Federal Personnel Manual, Supplement 990-3, "National Emergency Standby Regulations (Personnel and Manpower)," December 30, 1971 AP5. APPENDIX 5 SAMPLE CIVILIAN PERSONNEL MOBILIZATION PLAN Table of Contents Section Page AP5.1. PURPOSE 65 AP5.2. APPLICABILITY 65 AP5.3. OBJECTIVE 65 AP5.4. ORGANIZATION OF THE PLAN 65 AP5.5. REFERENCES 66 AP5.6. DEFINITIONS 66 AP5.7. POLICIES 66 AP5.8. MOBILIZATION MISSION OF THE INSTALLATION 67 AP5.9. RESPONSIBILITIES 67 AP5.10. ACTIVATION OF SATELLITE 69 AP5.11. STAFFING 70 AP5.12. TECHNICAL SERVICES 74 AP5.13. POSITION MANAGEMENT 76 AP5.14. TRAINING 77 AP5.15. EMPLOYEE RELATIONS 78 AP5. APPENDIX 5, Continued SAMPLE CIVILIAN PERSONNEL MOBILIZATION PLAN 9 AP5.1. PURPOSE This Plan describes the preparations that have been made to ensure that efficient civilian personnel support is provided to (name of installation, hereafter called "the installation") in the event of war or other national emergency as declared by Congress or by the President. AP5.2. APPLICABILITY This Plan applies to all organizations that receive services from the installation civilian personnel office, including tenant activities of other major commands. AP5.3. OBJECTIVE The objective of this Plan is to ensure that actions taken in response to mobilization or wartime situations are appropriate, and are carried out rapidly and efficiently. AP5.4. ORGANIZATION OF THE PLAN The Plan consists of two parts. (They should be kept in a looseleaf binder.) AP5.4.1. Part I contains information regarding mobilization planning references, definitions of words and terms, general policies, responsibilities, the installation's mobilization mission, and emergency regulations. It also identifies pre-mobilization planning actions and post-mobilization actions that must be taken to meet the installation's needs. AP5.4.2. Part II describes the specific planning actions that have been taken to meet the installation's civilian mobilization planning needs, as outlined in Part I. Such actions are recorded at tabs that are keyed to the organization and numbering of Part I. (These tabs are indicated herein for illustrative purposes.) 9 Based on Appendix D, AR 690-11, "Civilian Personnel Mobilization Planning and Management." AP5.5. REFERENCES AP5.5.1. FPM Supplement 990-3 (National Emergency Standby Regulations (Personnel and Manpower)). This supplement lists and describes current standby regulations and authorities. These regulations and authorities will go into effect automatically with an attack on the United States. OPM may authorize implementation of some, or all, of these standby regulations in other emergencies. AP5.5.2. FPM Supplement 910-1 (National Emergency Readiness of Federal Personnel Management). This supplement describes OPM's plan for executing the standby regulations in FPM Supplement 990-3 in a general war, and provides guidance to Agencies in developing mobilization plans. AP5.5.3. FPM Chapter 910 (Mobilization Readiness). This Chapter provides general guidance on Agency mobilization planning,to include specific pre-emergency actions for consideration in developing mobilization plans. AP5.5.4. Service Regulation (Civilian Personnel Mobilization Planning and Management). This regulation sets forth Departmental guidance to all levels of command on mobilization planning and execution. The Appendix to this plan lists pre-positioned emergency authorities that can be put into effect at the installation level without further authorization from higher headquarters when situation warrants. AP5.5.5. (List major command or local mobilization planning guidance that has been published, and provide a brief summary of its contents.) AP5.6. DEFINITIONS Citation of Appendix (Glossary) containing specific definitions. AP5.7. POLICIES (As applicable.) AP5.7.1. The top priority of the civilian personnel office (CPO) during mobilization shall be to fill civilian vacancies on the wartime authorization document, including vacancies created by the call-up of military Reservists, retirees, and draft eligibles. AP5.7.2. Personnel actions before attack or declaration of a national emergency shall be taken under peacetime regulations. AP5.7.3. Plans will be completed to the point where only updating is required and will be maintained in a "ready-for-execution" status. AP5.7.4. (Under some circumstances during surges in mobilization recruitment, it may be in the best interest of the installation to authorize the CPO or designated recruiting team leaders to make on-the-spot selections for appointment. In this subparagraph specify the circumstances, and the positions and grades for which this authority will be granted.) AP5.8. MOBILIZATION MISSION OF THE INSTALLATION See basic plan. AP5.9. RESPONSIBILITIES AP5.9.1. Installation commander shall AP5.9.1.1. Ensure that civilian mobilization planning is adequate to support the wartime mission of the installation. AP5.9.1.2. Establish priorities to ensure that managers and the CPO have the resources needed to carry out their mobilization responsibilities. AP5.9.1.3. Ensure that functions that will be eliminated or drastically curtailed during an emergency are identified. AP5.9.1.4. Coordinate with commanders of serviced activities of other major commands and their higher headquarters, as necessary, to ensure compliance with installation planning guidance and requirements. AP5.9.2. Activity managers shall AP5.9.2.1. Ensure that all civilian mobilization planning actions pertaining to managers and supervisors are completed. The essential actions are as follows: AP5.9.2.1.1. Prepare a wartime authorization document in coordination with staff and CPO officials. (See tab 2.) AP5.9.2.1.2. Ensure that employees assigned to designated key positions are reassigned from deploying Reserve units or are assigned to nonessential positions to ensure that there is no conflict between their obligations as a Reservist and post-mobilization civilian job requirements. AP5.9.2.1.3. Determine, in coordination with other managers and the CPO staff, the method for filling wartime positions and other vacancies that are likely to develop because of mobilization. AP5.9.2.1.4. Ensure that employees are aware of any changes that would occur in their duties, responsibilities, and working conditions in a national emergency (for example, cadre members, 60 hour workweek, and details). AP5.9.2.1.5. Identify training needs. AP5.9.2.2. Conduct annual review and update of wartime manning documents, standby SF 52s (Request for Personnel Action), and job descriptions. AP5.9.3. Civilian Personnel Officer shall AP5.9.3.1. Identify in coordination with management officials the pre-mobilization civilian planning tasks that should be done. Also, identify key mobilization actions to be taken. AP5.9.3.2. Conduct an annual review and evaluation of civilian mobilization planning. Ensure that necessary action is taken to correct deficiencies. In a period of increased international tension, conduct a special review and update. AP5.9.3.3. Provide leadership and direction in the development and execution of the civilian personnel mobilization plan. As necessary, coordinate planning actions with other staff elements, higher headquarters, Federal, and State agencies with mobilization functions. AP5.9.3.4. Keep the commander and top managers informed of the status of civilian mobilization planning throughout the installation. Tell them what assistance is needed from them to ensure effective planning. AP5.9.3.5. Plan for necessary realignment of CPO functions, and for reassignment and detail of employees, as required, to the recruiting and processing functions. AP5.9.3.6. Establish a civilian mobilization planning team in the CPO. The team will consist of a team chief, and a personnel specialist from each functional element of the CPO. The team chief will serve as the civilian mobilization planning coordinator. (See tab 5.) AP5.9.3.7. Ensure that civilian mobilization planning tasks are outlined in the civilian personnel part of the installation mobilization plan, and in other required program documents. AP5.9.3.8. Issue to concerned employees information about their entitlement to advance payments and evacuation payments. (See tab 6.) AP5.9.3.9. (If applicable). This installation is responsible for re-activating (opening) the standby facilities known as (cite name and location of facility), hereafter called "the satellite," upon mobilization. Prepare to establish a civilian personnel office at the satellite. (This item refers only to installations that must activate a standby or new facility, a requirement that occurs primarily in the Army.) AP5.9.3.10. Help managers identify and screen key employees. AP5.10. ACTIVATION OF THE SATELLITE (To be included only if applicable.) (See subparagraph AP5.9.3.9., above.) AP5.10.1. The civilian personnel officer shall establish a standby CPO for the satellite. The organization and position structure of the CPO will be determined, and cadre personnel (both clerical and technical) will be designated for assignment to each position. The satellite CPO cadre will be composed of installation CPO employees. These employees will serve on a detail (TDY) basis until positions can be filled permanently. Cadre positions that cannot be filled from installation or local civilian personnel resources will be reported through appropriate channels for recruitment assistance. (See tab 7.) AP5.10.2. Installation activities responsible for establishing a counterpart at the satellite shall identify cadre positions and designate cadre personnel to fill all cadre positions. Staffing needs that cannot be met from installation or local civilian personnel resources will be reported through appropriate channels for recruitment assistance. (See tab 8.) AP5.10.3. The Civilian Personnel Officer will determine the facilities, equipment, and supplies needed for the satellite CPO. The CPO shall coordinate with heads of other functional departments and other officials as appropriate to ensure their availability, and maintain appropriate documentation. (See tab 9.) AP5.11. STAFFING AP5.11.1. General AP5.11.1.1. Mobilization will require a large-scale staffing effort to fill wartime authorized positions not contained in peacetime authorizations. It will also require effort to fill positions that will be vacated by military Reservists and/or retired military members subject to inductees recall during mobilization. Activation of the satellite (where applicable), will require installation personnel to serve as cadre members to staff satellite activities until permanent personnel can be obtained. AP5.11.1.2. Immediately upon an attack on the United States, or in a national emergency declared by Congress or the President, the career-conditional appointment system will be suspended and replaced by an emergency indefinite appointment system. The characteristics of emergency indefinite appointments are listed in FPM Supplement 910-1, Book II, Subchapter S300-3. AP5.11.1.3. At the same time as the suspension of the career-conditional appointment system, regulatory changes (standby regulations and authorities) affecting employment and retention will become effective. These changes will speed up the recruitment and placement process. They are discussed in detail in FPM Supplement 910-1, Book II, Chapter 30. AP5.11.2. Pre-Mobilization Planning Actions AP5.11.2.1. Develop a mobilization staffing plan covering all staffing needs identified in subparagraph AP5.11.1.1., above. The following principles will be observed in developing the plan. (See Tab 10.) AP5.11.2.1.1. Make maximum use of in-service personnel as a primary source with special emphasis on incumbents of positions that will become excess on implementation of wartime authorizations. AP5.11.2.1.2. Categorize wartime authorization positions by priority of fill (that is, M-Day through M+9 days; M+10 through M+29; M+30 through M+59 days; M+60 through M+89 days, and M+90 through M+119 days), and indicate whether they are sensitive or non-sensitive. Coordinate with heads of activities having the same kinds of positions to fill, to establish priority order for assignment of persons when there are not enough qualified persons available to fill all positions at once. AP5.11.2.1.3. List specific staffing needs by title, series and grade, and include recruitment sources and strategies. AP5.11.2.1.4. Review and update the plan annually, or whenever major changes occur in the number or types of positions covered by the plan, or in recruitment sources. AP5.11.2.1.5. Develop a separate plan for the satellite (where applicable). AP5.11.2.1.6. Report staffing needs that are not likely to be met from the local labor market through appropriate channels for recruitment assistance. AP5.11.2.2. Prepare a list of local recruitment resources and points of contact (name, address, and telephone number). The list should include (but not limited to) schools and colleges, training facilities, local industries, specialized trade and craft unions, special interest organizations (such as clubs, churches, fraternities/sororities, State vocational rehabilitation offices, veterans groups, minority and women's organizations). (See tab 11.) AP5.11.2.3. Conduct an annual analysis of the local labor market to determine capabilities and shortfalls. This should include meetings with officials of OPM area offices, local public employment offices, and other recruitment sources identified in the mobilization staffing plan. (See tab 12.) AP5.11.2.4. Identify potential sources of recruitment competition from other DoD Agencies or defense industries. Establish an inter-Service committee, if needed, to resolve conflicting requirements and priorities among competing DoD activities. AP5.11.2.5. Arrange for emergency recruitment services by the U.S. Employment Service, and prepare standby job orders. (See Tab 13.) AP5.11.2.6. Determine the number of employees needed to carry out the recruitment function during the mobilization employment surge period. Pre-establish recruitment teams for activation when needed. Teams will be staffed as much as possible by CPO employees; however, non-CPO employees may also be designated. Identify the organization that each team will serve. Teams will also be designated to recruit on-site at local public employment offices, schools, and at other community sources of manpower. (See tab 14.) AP5.11.2.7. Identify primary, secondary, and third-level skills of current employees. Be prepared to assign them to higher priority positions or to positions requiring a scarce skill. (See tab 15.) AP5.11.2.8. Prepare a list (organization, address, and point of contact) of communications media (radio and television stations, and newspapers) that will publicize installation job opportunities during an emergency. (See tab 16.) AP5.11.2.9. Identify vacancies that can be filled by retraining current employees. (See tab 10.) AP5.11.2.10. Make maximum use of retired Federal civilian employees, reemployment eligibles, military retirees not otherwise assigned and civilian and military family members with useful skills and who express a desire to fill a mobilization position in the commuting area as recruitment sources. (See tab 17.) AP5.11.2.11. Fully use excepted appointmment authorities (such as Veterans' Readjustment Appointment (VRA), severely handicapped, and worker trainee) for filling vacancies caused by call-up of Reservists and military retirees before implementing the Emergency Indefinite appointment system. (See tab 18.) AP5.11.2.12. Request authority to expand local examining authority as necessary to expedite recruitment actions. (See tab 19.) AP5.11.2.13. Request OPM modify qualification standards for hard to fill wartime positions that cannot be reengineered. (See tab 20.) AP5.11.2.14. Identify for suspension in an emergency those provisions of negotiated labor agreements that may hinder or preclude staffing actions in support of mobilization. (See tab 21.) AP5.11.2.15. Project the characteristics of the potential labor force to identify significant problems that may hinder employment (such as lack of child care facilities, housing, and transportation), and coordinate with staff officials to ensure appropriate contingency planning action. (See tab 22.) AP5.11.2.16. Coordinate with local officials of Department of Labor, Office of Personnel Management, and the Federal Emergency Management Agency. This will ensure establishment of recruitment priorities consistent with installation needs. (See tab 23.) AP5.11.2.17. Coordinate with nonappropriated fund instrumentality (NAFI) managers to identify nonappropriated fund (NAF) employee expansion requirements and excess personnel for reassignment. Develop a NAFI mobilization staffing plan if needed. (See tab 24.) AP5.11.2.18. Develop an information sheet for use by recruitment team members in informing applicants about Emergency Indefinite appointments, and in orienting new employees on benefits and conditions of employment. (See tab 25.) AP5.11.2.19. Provide annual training to recruitment team members on their mobilization responsibilities. (See tab 26.) AP5.11.2.20. Establish and maintain a special file for correspondence pertaining to employees serving overseas without return rights who desire placement at this installation in the event of evacuation to COMUS. Qualification determinations will be made, and those individuals will be slotted for possible assignment to appropriate positions. (See tab 27.) AP5.11.2.21. Develop a post-mobilization promotion and placement plan. AP5.11.3. Post-Mobilization Actions AP5.11.3.1. Activate mobilization recruitment teams. AP5.11.3.2. Implement mobilization staffing plan. AP5.11.3.2.1. Positions that cannot be filled as proposed in the mobilization staffing plan will be filled by the most expeditious means available. AP5.11.3.2.2. Positions that cannot be filled through efforts by the local CPO will be referred to appropriate authorities for recruitment assistance. AP5.11.3.3. Route newly selected employees for processing to (building and room number). AP5.11.3.4. Contact pertinent Federal, State, and local agencies for employment assistance. AP5.11.3.5. Occupants of excess positions for whom suitable positions cannot be located will be referred for or offered employment elsewhere in the following order: AP5.11.3.5.1. Other Service/DoD activities in the commuting area. AP5.11.3.5.2. Higher headquarters for redistribution. AP5.11.3.5.3. OPM for assignment to other Agencies. AP5.11.3.5.4. U.S. Employment Service. AP5.12. TECHNICAL SERVICES AP5.12.1. General. (See paragraph AP5.11.1., above.) AP5.12.2. Pre-Mobilization Planning Actions AP5.12.2.1. Determine the number of employees needed to process personnel actions during the mobilization employment surge period. Processing teams will be preestablished for activation when needed. Teams will be staffed to the maximum extent from among CPO personnel. Report team staffing needs that cannot be met from local resources to appropriate authorities for assistance. (See tab 28.) AP5.12.2.2. Ensure that designated processing team members are trained and familiar with their mobilization responsibilities. (See tab 29.) AP5.12.2.3. Develop step-by-step procedures for in-processing employees. (See tab 30.) AP5.12.2.4. Be prepared to get from civilian personnel data bases a current listing of potential early inductees (ages 18-20), Reservists, and military retirees subject to call-up. This information should be provided to recruiting personnel and pertinent managers for planning and mobilization exercise purposes. (See tab 31.) AP5.12.2.5. Maintain a list of retired Federal civilian employees and reemployment eligibles in the commuting area for use as a recruitment source. Basic data are available from the Defense Manpower Data Center (DMDC). (See tab 32.) AP5.12.2.6. Develop and maintain a list of retired military personnel not likely to be recalled in the commuting area for use as a recruitment source. Basic data are available from DMDC. AP5.12.2.7. Develop and maintain a list of family members of DoD employees, active duty and retired military with useful skills and who express a desire to fill a mobilization position as a recruitment source. AP5.12.2.8. Overseas CPOs will identify the CONUS activities where employees serving overseas without return rights will be assigned in the event of evacuation. Overseas CPOs will provide employees' names to the respective CONUS CPOs. (See tab 33.) AP5.12.2.9. Keep on hand enough CPO supplies and forms identified in appendix. (See tab 34.) AP5.12.2.10. Survey at least annually the status of employees in Reserve components, military retirees, and potential early inductees. Use the data obtained to update civilian personnel records. (See tab 35.) AP5.12.2.11. Ensure that persons selected for an Emergency-Essential position overseas sign an agreement to remain in the event of hostilities or mobilization until relieved by proper authority. Persons who refuse to sign will not be appointed. (See tab 36.) AP5.12.2.12. Maintain a separate set of regulations for the satellite. (See tab 37.) AP5.12.3. Post-Mobilization Actions AP5.12.3.1. Activate processing teams. AP5.12.3.2. Issue and control authorization for emergency evacuation advance and allotment payment. AP5.12.3.3. Omit employee in-processing steps when necessary to permit timely reporting of new employees for duty. As a minimum, record the employee's name on the SF 52, administer the oath of office, and have the employee sign the appointment affidavit. Plans will be made for supervisors and managers at remote work sites to administer the oath and mail the appointment affidavit to the CPO. Complete the omitted steps in processing at the earliest possible time. AP5.13. POSITION MANAGEMENT AP5.13.1. General AP5.13.1.1. During mobilization the recruitment sources identified in the mobilization staffing plan for specific wartime positions may not produce the quantity and quality of eligible candidates expected. This will require the re-engineering of jobs to help recruitment and advising management on organizational changes that will support mission accomplishment with available personnel resources. AP5.13.1.2. On attack or declaration of a national emergency, routine position classification audits, biennial surveys, issuance of standards, and classification appeal requirements will be suspended. AP5.13.2. Pre-Mobilization Planning Actions AP5.13.2.1. Ensure the preparation of job descriptions for all expansion requirements on wartime authorization documents. AP5.13.2.2. Participate with Comptroller, manpower/management division (or comparable office), and activity managers in preparation of wartime authorization documents. Coordinate with recruitment and placement branch and activity managers to establish strict civilian position structures using job engineering to the maximum extent possible to reduce the need for additional staffing for scarce skills. AP5.13.2.3. Review wartime positions for appropriate civilian title series and grade. (See tab 38.) AP5.13.2.4. Review wartime military positions in coordination with manpower officials and annotate those that could be changed to civilian positions if the need arises. (See tab 39.) AP5.13.2.5. Maintain a file of mobilization job descriptions. (See tab 40.) AP5.13.2.6. Determine title, series, and grade of any NAF expansion requirements. (See tab 41.) AP5.13.2.7. Maintain an extra set of job classification standards and regulations. (See tab 42.) AP5.13.2.8. Maintain a copy of current wage rate schedules for the satellite. (See tab 43.) AP5.13.3. Post-Mobilization Actions AP5.13.3.1. Cancel scheduled classification surveys and position audits. AP5.13.3.2. Determine title, series, and grade of new positions not previously classified. AP5.13.3.3. Resolve job evaluation appeals. AP5.13.3.4. Advise managers of organization adjustments needed to best use available resources, and assist in further reengineering of positions to meet installation needs as necessary. AP5.14. TRAINING AP5.14.1. General. Workforce expansion and realignments will require extensive training of newly hired and current employees to assume new or additional mobilization duties. Positions requiring scarce skills will be restructured through job engineering where feasible to simplify and expedite recruitment and training. AP5.14.2. Pre-Mobilization Planning Actions AP5.14.2.1. Develop a training plan that will ensure adequate training of employees to be hired for work force expansion purposes, and of current employees designated to assume new or additional duties in the event of mobilization. Coordinate with managers, supervisors, classification specialists, and staffing specialists to identify training needs and develop training plans. The plans will include a statement of the knowledges, skills, and abilities to be developed; the equipment, machines, and materials to be used; the instructional methods and training schedules to be followed; identification of instructors who will conduct the training; and the identification of on and off post training facilities to be used. (See tab 44.) AP5.14.2.2. Review individual and group training plans each year or on change of mission to ensure they are adequate to develop required skills and that training facilities and materials are available. (See tab 45.) AP5.14.2.3. Conduct or arrange training for current employees to ensure the skills, knowledge, and abilities needed to perform mobilization assignments are kept up to date. (See tab 46.) AP5.14.2.4. Provide training in standard Red Cross first aid emergency medical treatment procedures and cardiopulmonary resuscitation (CPR) techniques to at least 10 percent of the civilian work force. Sources for local assistance in planning and conducting such training include local offices of the American Red Cross, American Heart Association, military hospitals, community medical facilities, fire departments, and rescue leagues. (See tab 47.) AP5.14.2.5. Maintain lists of the skills for which orientation and skills training may need to be conducted. (See tab 48.) AP5.14.2.6. Ensure that sufficient on and off installation training facilities are available to accommodate expanded training requirements. (See tab 49.) AP5.14.2.7. Identify and appoint well qualified instructors and apprise them of their responsibilities. Provide instructor training where there is a shortage of qualified instructors. (See tab 50.) AP5.14.3. Post-Mobilization Actions. These actions are to implement and coordinate the training plan. AP5.15. EMPLOYEE RELATIONS AP5.15.1. General AP5.15.1.1. During general war, mission requirements may preclude the processing of negotiated grievances within prescribed time frames. AP5.15.1.2. Prior consultation or negotiation with union may not be possible due to conditions requiring immediate emergency action. Under 5 USC 7106, commanders may take actions necessary to carry out the Agency mission during an emergency and later meet their obligations to consult or negotiate on procedures under 5 USC 7106. AP5.15.2. Pre-Mobilization Planning Actions AP5.15.2.1. Ensure that labor union officials are provided a copy of the installation civilian personnel mobilization plan, and that they understand the way civilian personnel administration will be carried out under the various phases of mobilization. (See tab 51.) AP5.15.2.2. Determine union contract provisions that may need to be suspended to help accomplish the mission, and prepare adequate justification. This will be done in coordination with other CPO branches. (See tab 52.) AP5.15.3. Post-Mobilization Actions AP5.15.3.1. Assist management in day-to-day relations with employees organizations to help provide a positive work atmosphere leading to optimum productivity and employee satisfaction. AP5.15.3.2. Maintain constructive and cooperative relationships with unions to the fullest extent possible. Enlist the support and assistance of union officials in actions to improve production and service, and to promote the full use of manpower resources during an emergency. AP5.15.3.3. Keep union officials fully informed of emergency condition and situations as they evolve. AP5.15.3.4. Make every effort to resolve problems at the lowest organizational level. AP6. APPENDIX 6 TRAINING PLAN DEVELOPMENT AP6.1. PURPOSE This Appendix alerts manpower and personnel planners to some of the training requirements that the installation mobilization plan should consider. It excludes formal programs such as Service schools, training programs, and other centrally established and controlled activities. AP6.2. TRAINING PLAN ESSENTIALITY AP6.2.1. Mobilization Manpower Changes. At many installations, mobilization increases workload and new positions, and changes positions and responsibilities of assigned personnel. AP6.2.2. Timeliness. Many of these changes must be made rapidly. Frequently, training is the most expeditious and productive way to accommodate these changes and match available skills to those required. This requires as much pre-planning as possible. In some cases, training is feasible during peacetime; in other cases, it must be done after mobilization begins. AP6.3. TRAINING PLAN FORMULATION AP6.3.1. Estimation of Requirements. Training plan formulation begins with an estimation of requirements for the various types of training needed to qualify people with different backgrounds. AP6.3.2. Staffing Plan. The installation's completed staffing plan, based on its total mobilization authorization, provides the basis for these estimations. This plan identifies the personnel source for filling each authorized mobilization position. It designates positions as military or civilian and identifies those that will be filled by new hires, transfer with promotion or expanded responsibilities, cadre personnel, or transfers to different positions. When pre-assignment of retirees and IRR is minimal, the installation probably will determine many detailed training requirements on a post M-day basis. Pre-planning is appropriate where large numbers of individuals are pre-assigned. All installations should use IMA's during their 2 weeks of annual active duty for training in their mobilization assignments to maintain skill currency. Pre-planning the civilian personnel training program is more credible since most training requirements are determined locally, are less susceptible to change, and the training capability is more readily identifiable. Also, much of the required training can be accomplished prior to M-day. AP6.3.3. Sources of Personnel. There is a variety of personnel sources for filling these mobilization manpower requirements. The following list is representative: Table AP6.T1. Personnel Sources MILITARY CIVILIAN Non-prior service personnel Local (installation) excess Mobilized retirees Overseas evacuees/returnees and family members IMAs Local transfers/promotions Non-deployables Excess Federal employees in area Excess personnel due to reduced/terminated missions or inactivations Retired Federal employees Prior service volunteers DoD Priority Placements IRR Interns